PONDICHERRY UNIVERSITY

(A Central University)

DIRECTORATE OF DISTANCE EDUCATION

Logistics and Supply Chain Management

MBA - MARKETING Paper Code : MBMM 3004

MBA - RETAIL MANAGEMENT Paper Code : MBRM 3004

III Semester
Authors

Dr. Bhushan Sudhakar

Reader,
Dept. of International Business School of Management,
Pondicherry University,
Puducherry.

Dr. Clement Sudhakar

Professor,
Dept. of Management Studies,
Karunya Institute of Management,
Karunya University,
Coimbatore.

Edited by

Prof. Rajesh Chowdhary ,

Professor,
Dept.of Business Administration,
P.B.Sidharth College,
Vijayawada.

All Rights Reserved

For Private Circulation Only

ISBN No. 978-81-923022-6-3

 TABLE OF CONTENTS

UNIT LESSON TITLE PAGE NO.

1.1 Physical Distribution 3

1.2 Marketing Channels 26

I
1.3 Channel Members 35

1.4 Market Segmentation 56

2.1 Managing the Marketing Channel 73

2.2 Channel Members 85

II
2.3 Channel Flows 103

2.4 Product issues in channel management 117

3.1 Building Blocks of Supply Chain Network 151

III 3.2 Performance Measurement and Controls 168

3.3 Models for Decision Making 171

4.1 Supply Chain Inventory Management 189

4.2 Multichannel Inventory System 194

4.3 Supply Chain Facility Layout 200

IV
4.4 Capacity Planning 214

4.5 Inventory Optimisation 218

4.6 Routing and Scheduling 224

5.1 E Business & Logistics 241

V 5.2 Business Process Management 276

5.3 Customer Relationship Management 294

 Notes
MBA (Marketing) III Semester Paper Code: MBMM 3004

PAPER XIV

Logistics and Supply Chain Management

Objectives

To introduce process and functions of physical distribution system

To introduce major building blocks, functions, business process,
performance metrics and decision making in supply chain network,
and
To provide an insight into the role of Internet Technologies and
electronic commerce in supply chain management

Unit I

Physical distribution: Participation in the physical distribution

functions The environment of physical distribution Channel design
strategies and structure electing channel members Setting distribution
objectives and tasks Target markets and channel design strategies.

Unit II

Managing the marketing channel Product, Pricing and Promotion

issues in channel Management and Physical Distribution Motivating
channel members Evaluating channel member performance Vertical
marketing systems Retail co-operatives, Franchise systems and corporate
marketing systems.

Unit III

Supply Chain: Building Blocks of Supply Chain Network

Performance Measures in Decisions in the Supply chain World Models
for Supply Chain Decision Making.

1
Notes
Unit IV

Supply Chain Inventory Management: Economic Order quantity

Models Recorder Point Models Multichannel Inventory systems
Supply chain Facilities Layout Capacity Planning Inventory
optimization Dynamic Routing and Scheduling.

Unit V

Relation to ERP: E-procurement E-Logistics Internet Auctions

E-markets Electronic Business Process Optimization Business Object
in SCM.

References

D.K. Agarwal, LOGISTICS & SUPPLY CHAIN MANAGEMENT, Macmillan

India Pvt. Ltd. New Delhi, 2008

N. Chandrasekaran, SUPPLY CHAIN MANAGEMENT, Oxford University

Press, 2010

Satish K. Kapoor & Purva Kansal, BASICA OF DISTRIBUTION

MANAGEMENT - A LOGISTICAL APPROACH, Prentice Hall India, 2003.

Sunil chopra, Meindl & Kalra, SUPPLY CHAIN MANAGEMENT, Pearson

Education, India, 2009 Bowersox & Closs,

LOGISTICS MANAGEMENT, Tata McGraw Hill, New Delhi, 2008

2
 Notes

UNIT I

Unit Structure

Lesson 1.1 - Physical Distribution

Lesson 1.2 - Marketing Channels
Lesson 1.3 - Channel Members
Lesson 1.4 - Market Segmentation

Lesson 1.1 - Physical Distribution

Learning Objectives

After reading this lesson you should be able to

Understand the concept of Physical Distribution and its importance

Identify the functions and principle components of physical
distribution
Analyze and Understand the distribution strategy
Know the importance of fast changing distribution environment

Physical Distribution

1. Physical Distribution System Introduction

Physical distribution is the movement of materials from the

producer to the consumer. This movement of materials is divided into two
functions: Physical supply is the movement and storage of goods from
suppliers to manufacturing. Physical distribution is the movement and
storage of finished goods from the end of production to the customer. The
particular path in which the goods move through distribution centres,
wholesalers, and retailers is called the channel of distribution.

3
Notes
Top Logistics Companies of India

Name of the company Position in the industry

CTC Freight Carriers Private Limited 1
Transocean Express Logistics 2
Velocity Logistics 3
Atlas Logistics 4
DHL 5
Global Express Service 6
Royal Logistics 7
Blue Dart 8
Gati 9
Safe Express 10
Source: http://www.bestindiansites.com/top-companies/logistics/

A channel of distribution is one or more companies or individuals

who participate in the flow of goods and/or services from the producer to
the final user or consumer. The transaction channel is concerned with
the transfer of ownership. Its function is to negotiate, sell, and contract.
The distribution channel is concerned with the transfer or delivery of the
goods or services.

To extend markets requires a well-run distribution system.

Distribution adds place value and time value by placing goods in markets
where they are available to the consumer at the time the consumer wants
them.

The specific way in which materials move depends upon many

factors, some of which are the channels of distribution that the firm is
using, the types of markets served, the characteristics of the product, and
the type of transportation available to move the material.

The objective of distribution management is to design and operate

a distribution system that attains the required level of customer service
and does so at least cost. To reach this objective, all activities involved in
the movement and storage of goods must be organized into an integrated
system.

4
 Notes
In a distribution system, four interrelated activities affect customer
service and cost of providing it:

Transportation,

Distribution inventory,

Warehouses (distribution centres), and

Order processing.

Physical distribution is the set of activities concerned with efficient

movement of finished goods from the end of the production operation to the
consumer. Physical distribution takes place within numerous wholesaling
and retailing distribution channels, and includes such important decision
areas as customer service, inventory control, materials handling, protective
packaging, order procession, transportation, warehouse site selection, and
warehousing.

Physical distribution is part of a larger process called distribution,

which includes wholesale and retail marketing, as well the physical
movement of products. Physical distribution activities have recently
received increasing attention from business managers, including small
business owners.

This is due in large part to the fact that these functions often
represent almost half of the total marketing costs of a product. In fact,
research studies indicate that physical distribution costs nationally
amount to approximately 20 percent of the countrys total gross national
product (GNP).

These findings have led many small businesses to expand their cost-
cutting efforts beyond their historical focus on production to encompass
physical distribution activities. The importance of physical distribution
is also based on its relevance to customer satisfaction. By storing goods
in convenient locations for shipment to wholesalers and retailers, and by
creating fast, reliable means of moving the goods, small business owners
can help assure continued success in a rapidly changing, competitive
global market.

5
 An earlier resource pack described the decisions that must be taken
when a company organises a channel or network of intermediaries who
take responsibility for the management of goods as they move from the
producer to the consumer.

Each channel member must be carefully selected and the company

must decide what type of relationship it seeks with each of its intermediate
partners. Having established such a network, the organisation must next
consider how these goods can be efficiently transferred, in the physical
sense, from the place of manufacture to the place of consumption.

Evolution of Supply Chain Management

Physical distribution management (PDM) is concerned with

ensuring the product is in the right place at the right time.

Place has always been thought of as being the least dynamic of the
4Ps. Marketing practitioners and academics have tended to concentrate
on the more conspicuous aspects of marketing. It is now recognised that
PDM is a critical area of overall marketing management. Much of its
expertise is borrowed from military practice.

6
 Notes
During the Second World War and the Korean and Vietnam wars,
supplies officers had to perform extraordinary feats of PDM, in terms
of food, clothing, ammunition, weapons and a whole range of support
equipment having to be transported across the world. The military skill
that marketing has adopted and applied to PDM is that of logistics.
Marketing management realised that distribution could be organised in
a scientific way so the concept of business logistics developed, focusing
attention on and increasing the importance of PDM.

As marketing analysis became increasingly sophisticated,

managers became more aware of the costs of physical distribution. Whilst
the military must win battles, the primary aim of business is to provide
customer satisfaction in a manner that result in profit for the company.
Business logistical techniques can be applied to PDM so that costs and
customer satisfaction are optimised.

There is little point in making large savings in the cost of distribution

if, in the long run, sales are lost because of customer dissatisfaction.
Similarly, it does not make economic sense to provide a level of service
that is not really required by the customer and leads to an erosion of
profits. This cost/service balance is a basic dilemma that faces physical
distribution managers.

A final reason for the growing importance of PDM as a marketing

function is the increasingly demanding nature of the business environment.
In the past it was not uncommon for companies to hold large inventories of
raw materials and components. Although industries and individual firms
differ widely in their stockholding policies, nowadays, stock levels are
kept to a minimum wherever possible. Holding stock is wasting working
capital for it is not earning money for the company.

A more financially analytical approach by management has

combined to move the responsibility for carrying stock onto the supplier
and away from the customer. Gilbert and Strebel (1989) pointed out that
this has a domino effect throughout the marketing channel, with each
member putting pressure on the next to provide higher levels of service.

Logistical issues facing physical distribution managers today is

the increasing application by customers of just-in-time management

7
Notes
techniques or lean manufacturing. Hutchins (1988) stresses that companies
who demand JIT service from their suppliers carry only a few hours
stock of material and components and rely totally on supplier service to
keep their production running.

This demanding distribution system is supported by company

expediters whose task it is to chase the progress of orders and deliveries,
not only with immediate suppliers, but right along the chain of supply
(called supply chain integration).

Lean manufacturing has been widely adopted throughout the

automotive industry where companies possess the necessary purchasing
power to impose such delivery conditions on their suppliers. Their large
purchasing power also necessitates stringent financial controls, and huge
financial savings can be made in the reduction or even elimination of
stockholding costs where this method of manufacturing is employed.

To think of the logistical process merely in terms of transportation

is much too narrow a view. Physical distribution management (PDM) is
concerned with the flow of goods from the receipt of an order until the
goods are delivered to the customer.

In addition to transportation, PDM involves close liaison with

production planning, purchasing, order processing, material control
and warehousing. All these areas must be managed so that they interact
efficiently with each other to provide the level of service that the customer
demands and at a cost that the company can afford.

Importance of Physical Distribution

Buying a computer in the post, petrol at a supermarket, mortgages

over the phone and phones themselves from vending machines are just
some innovations in distribution which create competitive advantage
as customers are offered newer, faster, cheaper, safer and easier ways of
buying products and services.

8
 Notes
Without distribution even the best product or service fails. Author
Jean-Jacques Lambin believes a marketer has two roles:

(1) To organise exchange through distribution and

(2) To organise communication.

Physical distribution, or Place, must integrate with the other Ps

in the marketing mix. For example, the design of product packaging must
fit onto a pallet, into a truck and onto a shelf; prices are often determined
by distribution channels; and the image of the channel must fit in with
the suppliers required positioning. You can see how Coca Cola further
integrate the timing of distribution and promotion in the Hall Of Fame
later. In fact, they see distribution as one of their core competencies.

Marketing Logistics: Managing Supply Chains

9
Notes
Distribution is Important Because

Firstly, it affects sales - if its not available it cant be sold. Most

customers wont wait.

Secondly, distribution affects profits and competitiveness since it

can contribute up to 50 percent of the final selling price of some goods.
This affects cost competitiveness as well as profits since margins are
squeezed by distribution costs.

Thirdly, delivery is seen as part of the product influencing customer

satisfaction. Distribution and its associated customer service play a big
part in relationship marketing.

Decisions about physical distribution are key strategic decisions.

They are not short term. Increasingly it involves strategic alliances and
partnerships which are founded on trust and mutual benefits. We are
seeing the birth of strategic distribution alliances. You can see Cavinkare
as a marketing and distribution company how it is providing solutions for
its customers.

Channels change throughout a products life cycle. Changing

lifestyles, aspirations and expectations along with the IT explosion offer
new opportunities of using distribution to create a competitive edge.

Controlling the flow of products and services from producer to

customer requires careful consideration. It can determine success or
failure in the market place.

The choice of channel includes choosing among and between

distributors, agents, retailers, franchisees, direct marketing and a sales
force.

Deciding between blanket coverage or selective distribution,

vertical systems or multi-channel networks, strategic alliances or solo
sales forces, requires strong strategic thinking. Decisions about levels of
stock, minimum order quantities, delivery methods, delivery frequency
and warehouse locations have major cash flow implications as well as
customer satisfaction implications.

10
 Notes
Functions of Distribution Channels

Distribution channels perform a number of functions that make

possible the flow of goods from the producer to the customer. These
functions must be handled by someone in the channel. Though the type
of organization that performs the different functions can vary from
channel to channel, the functions themselves cannot be eliminated.
Channels provide time, place, and ownership utility. They make products
available when, where, and in the sizes and quantities that customers
want. Distribution channels provide a number of logistics or physical
distribution functions that increase the efficiency of the flow of goods
from producer to customer. Distribution channels create efficiencies by
reducing the number of transactions necessary for goods to flow from
many different manufacturers to large numbers of customers. This occurs
in two ways. The first is called breaking bulk.

Wholesalers and retailers purchase large quantities of goods from

manufacturers but sell only one or a few at a time to many different
customers. Second, channel intermediaries reduce the number of
transactions by creating assortmentsproviding a variety of products
in one locationso that customers can conveniently buy many different
items from one seller at one time.

Channels are efficient. The transportation and storage of goods

is another type of physical distribution function. Retailers and other
channel members move the goods from the production site to other
locations where they are held until they are wanted by customers. Channel
intermediaries also perform a number of facilitating functions, functions
that make the purchase process easier for customers and manufacturers.
Intermediaries often provide customer services such as offering credit to
buyers and accepting customer returns. Customer services are oftentimes
more important in B2B markets in which customers purchase larger
quantities of higher-priced products.

Distribution channels are not limited to products only even the

services provided by a producer may pass through this channel and reach
the customer. Both direct and indirect channels come into use in this
case. For instance, the hotel industry provides facility for lodging to its
customers, which is a non-physical commodity or a service.

11
Notes
The hotel may provide rooms on direct booking as well as through
indirect channels like tour operators, travel agents, airlines etc. Distribution
chain has seen several improvements in the form of franchising. Also
there has been link ups between two service sectors like travel and tourism
which has made services available more accessible to the customer. For
instance hotels also provide cars on rent.
The primary function of a distribution channel is to bridge the gap
between production and consumption.

A close study of the market is extremely essential. A sound
marketing plan depends upon thorough market study.

The distribution channel is also responsible for promoting the
product. Awareness regarding products and other offers should be
created among the consumers.

Creating contacts or prospective buyers and maintaining liaison
with existing ones.

Understanding the customers needs and adjusting the offer
accordingly.

Negotiate price and other offers related to the product as per the
customer demand.

Storage and distribution of goods

Catering to the financial requirements for the smooth working of
the distribution chain.

Risk taking for example by stock holding

Some wholesalers and retailers assist the manufacturer by providing

repair and maintenance service for products they handle. Channel
members also perform a risk-taking function. If a retailer buys a product
from a manufacturer and it doesnt sell, it is stuck with the item and will
lose money. Last, channel members perform a variety of communication
and transaction functions.

Wholesalers buy products to make them available for retailers and

sell products to other channel members. Retailers handle transactions with
final consumers. Channel members can provide two-way communication
for manufacturers.

12
 Notes
They may supply the sales force, advertising, and other marketing
communications necessary to inform consumers and persuade them to
buy. And the channel members can be invaluable sources of information
on consumer complaints, changing tastes, and new competitors in the
market.

Principal Components of the Distribution Process

This consists of four principal components of PDM:

Order processing;

Stock levels or inventory;

Warehousing;

Transportation.

PDM is concerned with ensuring that the individual efforts that

go to make up the distributive function are optimised so that a common
objective is realised. This is called the systems approach to distribution
management and a major feature of PDM is that these functions be
integrated.

Because PDM has a well-defined scientific basis, this chapter

presents some of the analytical methods which management uses to assist
in the development of an efficient logistics system.

There are two central themes that should be taken into account:

1. The success of an efficient distribution system relies on integration

of effort. An overall service objective can be achieved, even though
it may appear that some individual components of the system are
not performing at maximum efficiency.
2. It is never possible to provide maximum service at a minimum
cost. The higher the level of service required by the customer, the
higher the cost. Having decided on the necessary level of service,
a company must then consider ways of minimising costs, which
should never be at the expense of, or result in, a reduction of the
predetermined service level.

13
Notes
The distribution process begins when a supplier receives an order
from a customer. The customer is not too concerned with the design of
the suppliers distributive system, nor in any supply problems. In practical
terms, the customer is only concerned with the efficiency of the suppliers
distribution.

That is, the likelihood of receiving goods at the time requested.

Lead-time is the period of time that elapses between the placing of an
order and receipt of the goods. This can vary according to the type of
product and the type of market and industry being considered.

Lead-time in the shipbuilding industry can be measured in

fractions or multiples of years, whilst in the retail sector, days and hours
are common measures. Customers make production plans based on the
lead-time agreed when the order was placed. Customers now expect that
the quotation will be adhered to and a late delivery is no longer acceptable
in most purchasing situations.

1 Order processing

Order processing is the first of the four stages in the logistical process.
The efficiency of order processing has a direct effect on lead times. Orders
are received from the sales team through the sales department. Many
companies establish regular supply routes that remain relatively stable
over a period of time providing that the supplier performs satisfactorily.
Very often contracts are drawn up and repeat orders (forming part of the
initial contract) are made at regular intervals during the contract period.

Taken to its logical conclusion this effectively does away with

ordering and leads to what is called partnership sourcing. This is an
agreement between the buyer and seller to supply a particular product or
commodity as an when required without the necessity of negotiating a
new contract every time an order is placed.

Order-processing systems should function quickly and accurately.

Other departments in the company need to know as quickly as possible that
an order has been placed and the customer must have rapid confirmation
of the orders receipt and the precise delivery time.

14
 Notes
Even before products are manufactured and sold the level of
office efficiency is a major contributor to a companys image. Incorrect
paperwork and slow reactions by the sales office are often an unrecognised
source of ill-will between buyers and sellers. When buyers review their
suppliers, efficiency of order processing is an important factor in their
evaluation.
A good computer system for order processing allows stock levels
and delivery schedules to be automatically updated so management
can rapidly obtain an accurate view of the sales position. Accuracy is
an important objective of order processing as are procedures that are
designed to shorten the order processing cycle.

The small business owner is concerned with order processing

another physical distribution function because it directly affects the ability
to meet the customer service standards defined by the owner. If the order
processing system is efficient, the owner can avoid the costs of premium
transportation or high inventory levels.

Order processing varies by industry, but often consists of four major

activities: a credit check; recording of the sale, such as crediting a sales
representatives commission account; making the appropriate accounting
entries; and locating the item, shipping, and adjusting inventory records.

Technological innovations, such as increased use of the Universal

Product Code, are contributing to greater efficiency in order processing.
Bar code systems give small businesses the ability to route customer
orders efficiently and reduce the need for manual handling. The coded
information includes all the data necessary to generate customer invoices,
thus eliminating the need for repeated keypunching.

Another technological innovation affecting order processing

is Electronic Data Interchange. EDI allows computers at two different
locations to exchange business documents in machine-readable format,
employing strictly-defined industry standards.

Purchase orders, invoices, remittance slips, and the like are

exchanged electronically, thereby eliminating duplication of data
entry, dramatic reductions in data entry errors, and increased speed in
procurement cycles.

15
Notes

Order Processing

2 Inventory

Inventory, or stock management, is a critical area of PDM

because stock levels have a direct effect on levels of service and customer
satisfaction. The optimum stock level is a function of the type of market in
which the company operates. Few companies can say that they never run
out of stock, but if stock-outs happen regularly then market share will be
lost to more efficient competitors.

16
 Notes
The key lies in ascertaining the re-order point. Carrying stock
at levels below the re-order point might ultimately mean a stock-out,
whereas too high stock levels are unnecessary and expensive to maintain.
The stock/cost dilemma is clearly illustrated by the systems approach to
PDM that is dealt with later.

Stocks represent opportunity costs that occur because of constant

competition for the companys limited resources. If the companys
marketing strategy requires that high stock levels be maintained, this
should be justified by a profit contribution that will exceed the extra
stock carrying costs. Sometimes a company may be obliged to support
high stock levels because the lead-times prevalent in a given market are
particularly short. In such a case, the company must seek to reduce costs
in other areas of the PDM mix.

Inventory control can be a major component of a small business

physical distribution system. Costs include funds invested in inventory,
depreciation, and possible obsolescence of the goods. Experts agree
that small business inventory costs have dropped dramatically due to
deregulation of the transportation industry.

Inventory Management System

17
Notes
Inventory control analysts have developed a number of techniques
which can help small businesses control inventory effectively. The most
basic is the Economic Order Quantity (EOQ) model. This involves a trade-
off between the two fundamental components of an inventory control
cost: inventory-carrying cost (which increases with the addition of more
inventory), and order-processing cost (which decreases as the quantity
ordered increases).

These two cost items are traded off in determining the optimal
warehouse inventory quantity to maintain for each product. The EOQ
point is the one at which total cost is minimized. By maintaining product
inventories as close to the EOQ point as possible, small business owners
can minimize their inventory costs.

3 Warehousing

Currently, many companies function adequately with their own

on-site warehouses from where goods are despatched direct to customers.
When a firm markets goods that are ordered regularly, but in small
quantities, it becomes more logical to locate warehouses strategically
around the country.

Transportation can be carried out in bulk from the place of

manufacture to respective warehouses where stocks wait ready for further
distribution to the customers. This system is used by large retail chains,
except that the warehouses and transportation are owned and operated
for them by logistics experts (e.g. GATI Logistics, BOC Distribution, Excel
Logistics and Rowntree Distribution).

Levels of service will of course increase when numbers of warehouse

locations increase, but cost will increase accordingly. Again, an optimum
strategy must be established that reflects the desired level of service.

Small business owners who require warehousing facilities must

decide whether to maintain their own strategically located depot(s),
or resort to holding their goods in public warehouses. And those
entrepreneurs who go with non-public warehousing must further decide
between storage or distribution facilities.

18
 Notes
A storage warehouse holds products for moderate to long-term
periods in an attempt to balance supply and demand for producers and
purchasers. They are most often used by small businesses whose products
supply and demand are seasonal.

On the other hand, a distribution warehouse assembles and

redistributes products quickly, keeping them on the move as much as
possible. Many distribution warehouses physically store goods for fewer
than 24 hours before shipping them on to customers.

Warehouse Management
In contrast to the older, multi-story structures that dot cities around
the country, modern warehouses are long, one-story buildings located in
suburban and semi-rural settings where land costs are substantially less.
These facilities are often located so that their users have easy access to
major highways or other transportation options.

Single-story construction eliminates the need for installing and

maintaining freight elevators, and for accommodating floor load limits.
Furthermore, the internal flow of stock runs a straight course rather than
up and down multiple levels. The efficient movement of goods involves
entry on one side of the building, central storage, and departure out the
other end.

19
Notes
Computer technology for automating warehouses is dropping in
price, and thus is increasingly available for small business applications.
Sophisticated software translates orders into bar codes and determines
the most efficient inventory picking sequence. Order information is
keyboarded only once, while labels, bills, and shipping documents are
generated automatically. Information reaches hand-held scanners, which
warehouse staff members use to fill orders. The advantages of automation
include low inventory error rates and high processing speeds.

To summarise, factors that must be considered in the warehouse

equation are:

Location of customers;

Size of orders;

Frequency of deliveries;

Lead times.

4 Transportation

Transportation usually represents the greatest distribution cost. It

is usually easy to calculate because it can be related directly to weight or
numbers of units. Costs must be carefully controlled through the mode
of transport selected amongst alternatives, and these must be constantly
reviewed. During the past 50 years, road transport has become the
dominant transportation mode in India. It has the advantage of speed
coupled with door-to-door delivery.

The patterns of retailing that have developed, and the pressure

caused by low stock holding and short lead times, have made road trans-
port indispensable. When the volume of goods being transported reaches
a certain level some companies purchases their own vehicles, rather than
use the services of haulage contractors. However, some large retail chains
like Marks and Spencer, Tesco and Sainsburys have now entrusted all
their warehousing and transport to specialist logistics companies as men-
tioned earlier.

20
 Notes

Transportation modes

For some types of goods, transport by rail still has advantages. When
lead-time is a less critical element of marketing effort, or when lowering
transport costs is a major objective, this mode of transport becomes
viable. Similarly, when goods are hazardous or bulky in relation to value,
and produced in large volumes then rail transport is advantageous. Rail
transport is also suitable for light goods that require speedy delivery (e.g.
letter and parcel post).

Exporting poses particular transportation problems and challenges.

The need for the exporters services needs to be such that the customer is
scarcely aware that the goods purchased have been imported. Therefore,
above all, export transportation must be reliable.

The chosen transportation mode should adequately protect goods

from damage in transit (a factor just mentioned makes air freight popular
over longer routes as less packaging is needed than for long sea voyages).
Not only do damaged goods erode profits, but frequent claims increase
insurance premiums and inconvenience customers, endangering future
business.

21
Notes
The Systems or Total Approach to PDM

One of the central themes of this text has been to highlight the need
to integrate marketing activities so they combine into a single marketing
effort. Because PDM has been neglected in the past, this function has been
late in adopting an integrated approach towards it activities. Managers
have now become more conscious of the potential of PDM, and recognise
that logistical systems should be designed with the total function in mind.
A fragmented or disjointed approach to PDM is a principal cause of failure
to provide satisfactory service, and causes excessive costs.

Within any PDM structure there is potential for conflict. Individual

managers striving to achieve their personal goals can frustrate overall
PDM objectives. Sales and marketing management will favour high stock
levels, special products and short production runs coupled with frequent
deliveries.

Against this, the transport manager attempts to reduce costs by

selecting more economical, but slower transportation methods, or by
waiting until a load is full before making a delivery. Financial management
will exercise pressure to reduce inventory wherever possible and discourage
extended warehousing networks.

Production managers will favour long production runs and

standard products. It is possible for all these management areas to appear
efficient if they succeed in realising their individual objectives, but this
might well be at the cost of the chosen marketing strategy not being
implemented effectively.Burbridge (1987) has provided guidelines to how
levels of service to customers can be provided at optimal cost.

Senior management must communicate overall distribution

objectives to all company management and ensure that they are understood.
Ideally, the systems approach to PDM should encompass production and
production planning, purchasing and sales forecasting. Included in the
systems approach is the concept of total cost, because individual costs are
less important than the total cost.

The cost of holding high stocks may appear unreasonable, but if

high stocks provide a service that leads to higher sales and profits, then

22
 Notes
the total cost of all the PDM activities will have been effective. Costs are
a reflection of distribution strategy, and maximum service cannot be
provided at minimum cost.

PDM as a cost centre is worth extensive analysis as this function

is now recognised as a valuable marketing tool in its own right. In
homogeneous product markets, where differences in competitive prices
may be negligible, service is often the major competitive weapon.
Indeed, many buyers pay a premium for products that are consistently
delivered on time. Similarly, the salesperson whose company provides a
comprehensive spare parts and service facility, has a valuable negotiating
tool when discussing prices.

Distribution is not, therefore, an adjunct to marketing; it has

a full place in the marketing mix and can be an essential component of
marketing strategy. In terms of marketing planning, a well-organised
business logistics system can help to identify opportunities as well as
supplying quantitative data that can be used to optimise the marketing
mix as a whole.

Monitoring and Control of PDM

The objective of PDM is: Getting the right goods to the right
place at the right time for the least cost.

The objective seems reasonable, although it gives little guidance on

specific measures of operational effectiveness. Management needs objec-
tives or criteria that, in turn, allow meaningful evaluation of performance.
This is the basis of monitoring and control.

Basic Output of Physical Distribution Systems

The output from any system of physical distribution is the level

of customer service. This is a key competitive benefit that companies
can offer existing and potential customers to retain or attract business.
From a policy point of view, the desired level of service should be at least
equivalent to that of major competitors.

23
Notes
The level of service is often viewed as the time it takes to deliver an
order to a customer or the percentage of orders that can be met from stock.
Other service elements include technical assistance, training and after-
sales services. The two most important service elements to the majority
of firms are:

Delivery - reliability and frequency;

Stock availability - the ability to meet orders quickly.

Distribution Strategy

Distribution strategy is influenced by the market structure, the

firms objectives, its resources and of course its overall marketing strategy.
All these factors are addressed in the section on selecting Distribution
Channels.

The first strategic decision is whether the distribution is to

be: Intensive (with mass distribution into all outlets as in the case of
confectionery); Selective (with carefully chosen distributors e.g. speciality
goods such as car repair kits); or Exclusive (with distribution restricted to
upmarket outlets, as in the case of Gucci clothes).

The next strategic decision clarifies the number of levels within

a channel such as agents, distributors, wholesalers, retailers. In some
Japanese markets there are many, many intermediaries involved. Two
common strategies are Vertical Marketing Systems and Horizontal
Marketing Systems.

Vertical Marketing Systems involve suppliers and intermediaries

working closely together instead of against each other. They plan
production and delivery schedules, quality levels, promotions and
sometimes prices. Resources, like information, equipment and expertise,
are shared. The system is usually managed by a dominant member, or
channel captain. VMS is more flexible than vertical integration where the
manufacturer actually owns the distribution channel, for example, Doctor
Martens boot manufacturers own their own retail store.

Horizontal Marketing Systems occur where organisations

operating on the same channel level (e.g. two suppliers or two retailers)

24
 Notes
co-operate. They then share their distribution expertise and distribution
channels. This can speed up the time taken to penetrate the market. There
is room for creative alliances here.

Resources available affect distribution strategy. Who can handle

outbound logistics, marketing and sales, and servicing? Can the supplier
afford to deliver small quantities, can it provide more trucks, can its sales
force push products into national retail chains? Can the organisation deal
with thousands, maybe even millions of customers - can it cope? Does it
want to devote huge resources here or would it prefer to utilise someone
elses resources in return for a slice of the profits?

****

25
Notes

Lesson 1.2 - Marketing Channels

Learning Objectives

After reading this lesson you will be able to

Define and understand the concept of Distribution Channel

Identify various channels of distribution
Understand the various channel design decisions
Identify the channel objectives & channel alternatives
Understand various issues in channel relations

Marketing Channels

Sets of interdependent organizations involved in the process of

making a product or service available for use or consumption.

Distribution Channels

Distribution channels move products and services from businesses

to consumers and to other businesses. Also known as marketing channels,
channels of distribution consist of a set of interdependent organizations
such as wholesalers, retailers, and sales agentsinvolved in making a
product or service available for use or consumption. Distribution channels
are just one component of the overall concept of distribution networks,
which are the real, tangible systems of interconnected sources and
destinations through which products pass on their way to final consumers.

As Howard J. Weiss and Mark E. Gershon noted in Production

and Operations Management, a basic distribution network consists of
two parts: 1) a set of locations that store, ship, or receive materials (such
as factories, warehouses, retail outlets); and 2) a set of routes (land, sea,
air, satellite, cable, Internet) that connect these locations.

26
 Consumer and Business Marketing Channels

Distribution networks may be classified as either simple or

complex. A simple distribution network is one that consists of only a
single source of supply, a single source of demand, or both, along with
fixed transportation routes connecting that source with other parts of
the network. In a simple distribution network, the major decisions for
managers to make include when and how much to order and ship, based
on internal purchasing and inventory considerations.

In short, distribution describes all the logistics involved in

delivering a companys products or services to the right place, at the
right time, for the lowest cost. In the unending efforts to realize these
goals, the channels of distribution selected by a business play a vital role
in this process. Well-chosen channels constitute a significant competitive
advantage, while poorly conceived or chosen channels can doom even a
superior product or service to failure in the market.

27
Notes
Multiple Channels of Distribution

For many products and services, their manufacturers or providers

use multiple channels of distribution. A personal computer, for example,
might be bought directly from the manufacturer, either over the telephone,
direct mail, or the Internet, or through several kinds of retailers, including
independent computer stores, franchised computer stores, and department
stores. In addition, large and small businesses may make their purchases
through other outlets.

Channel structures range from two to five levels. The simplest is

a two-level structure in which goods and services move directly from the
manufacturer or provider to the consumer. Two-level structures occur in
some industries where consumers are able to order products directly from
the manufacturer and the manufacturer fulfills those orders through its
own physical distribution system.

In a three-level channel structure retailers serve as intermediaries

between consumers and manufacturers. Retailers order products directly
from the manufacturer, then sell those products directly to the consumer.
A fourth level is added when manufacturers sell to wholesalers rather
than to retailers. In a four-level structure, retailers order goods from
wholesalers rather than manufacturers.

Finally, a manufacturers agent can serve as an intermediary

between the manufacturer and its wholesalers, creating a five-level
channel structure consisting of the manufacturer, agent, wholesale, retail,
and consumer levels. A five-level channel structure might also consist of
the manufacturer, wholesale, jobber, retail, and consumer levels, whereby
jobbers service smaller retailers not covered by the large wholesalers in
the industry.

Why are they used?

Because producers lack resources to carry out direct marketing.

Because direct marketing is not feasible.
Because rate of return on manufacturing increases rate of return on
retailing.
Because they reduce the amount of work that must be done.

28
 Notes
Channel Functions & Flows

Info-Promotion-Negotiation-Ordering-Financing-Risk taking-
Physical possession-Payment-Title

All of the functions have 3 things in common:

1. They use up scarce resources.

2. Can be performed better through specialization.
3. They are shift able among channel members.

Channel Levels

Each intermediary that performs work in bringing the product &

its title closer is a channel level.

Zero-channel level (direct-marketing channel) consists of a
manufacturer selling directly to the final customer (i.e. door-to-
door sales, mail order. Telemarketing, TV selling)
One level channel contains one selling intermediary (i.e. retailer)
Two level...(wholesalers, retailers)
Three level...(wholesalers, jobbers, retailers)
The longer the channel, the more difficult it is to exercise control.

Channel-Design Decisions

Designing a channel system calls for analyzing customer needs,

establishing channel objectives, & identifying & evaluating the major
channel alternatives.

Analyzing Customers desired service output levels

Channels produce 5 service output levels:

1. Lot size: # of units that the marketing channel permits a typical

customer to purchase on a purchase occasion
2. Waiting time: Average time that customers of that channel wait for
receipt of the goods.

29
Notes
3. Spatial convenience: Degree to which the marketing channel
makes it easy for customers to purchase the product.
4. Product variety: assortment breadth.
5. Service backup: add-on services provided by the channel
(installation, repairs, credit).

Establishing the Channel Objectives & Constraints

The channel objectives should be stated in terms of targeted

services output level. Under competitive conditions, channel institutions
should arrange their functional tasks so as to minimize total channel costs
with respect to tasks desired levels of service output.

Effective channel planning requires manufactures to determine

which market segment to serve and the best channels to use in each case.
Each producer develops its channel objectives in the face of constrains
stemming from products, intermediaries, competitors, company policy,
environment and the level of service output desired be target customers.

Product characteristics:- Perishable products require more direct

marketing because of the dangers associated with delays and repeated
handling. Bulky products require channels that minimize the shipping
distance.

Custom-built machinery and specialized business forms are sold

directly by company sales representatives because middlemen lack the
requisite knowledge. Products requiring installation and/or maintenance
services are usually sold and maintained by the company or exclusively
branches dealers.

Competitive characteristics:- Channel design is influenced by the

competitors channels. The produces may want to compete in or near the
same outlets carrying the competitors products. In some other industries,
producers may want to avoid the channels used by competitors.

Channels objectives vary with product characteristics.

Channel design must take into account the strengths & weaknesses
of different types of intermediaries.

30
 Notes
Channel design is also influenced by the competitors channels.
Channel design must also adapt to the larger environment.
Legal regulations & restrictions also affect channel design.

Identifying the Major Channel Alternatives

A channel alternative is described by three elements:

1. Types of Intermediaries.

Depends on the service outputs desired by the target mkt & the
channels transactions costs. The company must search for the channel
alternative that promises the most long-run profitability.

2. Number of Intermediaries.

Company has to decide on the number of middlemen to use at each

channel level. Three strategise are available

Intensive Distribution:- Producers of convenience goods etc.
typically seek intensive distribution that is stocking their product
in numerous outlets. These goods must have place utility.

Exclusive Distribution:- Some producers limit the number of
intermediaries handling their products. Through exclusive
distribution the manufacturer hopes to obtain more aggressive
and knowledgeable selling and more control over intermediaries
polices on prices, promotion, credit and various activities.
Exclusive distribution
Selective
Intensive

3. Terms & Responsibilities of Channel Members

The producer must determine the rights & responsibilities of the

participating channel members, making sure that each channel member is
treated respectfully & given the opportunity to be profitable.

31
Notes
Evaluating the Major Channel Alternatives

Each alternative needs to be evaluated against three criteria.

1. Economic Criteria
The first step is to determine whether a company sales force or a
sales agency will produce more sales.
The next step is to estimate the costs of selling different volumes
through each channel.
The final step is comparing sales & costs.

Each channel will produce a different level of sales & costs.

2. Control Criteria

The agents may concentrate on other customers products or they

may lack the skills to handle our products.

3. Adaptive Criteria

The channel members must make some degree of commitment to

each other for a Specified period of time.

Channel-Management Decisions

After a company has chosen a channel alternative, individual

intermediaries must be selected, motivated & evaluated.

Selecting Channel Members

For some producers this is easy; for others its a pain in the ass.
Anyway, in order to select them, producers should determine what
characteristics distinguish the better intermediaries (years in business,
other lines carried, solvency, reputation, etc.)

Legal & Ethical Issues in Channel Relations

Exclusive dealing
Exclusive territories

32
 Notes
Tying agreements
Dealers rights

Buying a computer in the post, petrol at a supermarket, mortgages

over the phone and phones themselves from vending machines are just
some innovations in distribution which create competitive advantage
as customers are offered newer, faster, cheaper, safer and easier ways of
buying products and services.

Without distribution even the best product or service fails. Author

Jean-Jacques Lambin believes a marketer has two roles:

(1) To organize exchange through distribution and

(2) To organize communication.

Physical distribution, or Place, must integrate with the other Ps

in the marketing mix. For example, the design of product packaging must
fit onto a pallet, into a truck and onto a shelf; prices are often determined
by distribution channels; and the image of the channel must fit in with
the suppliers required positioning. You can see how Coca Cola further
integrate the timing of distribution and promotion in the Hall Of Fame
later. In fact, they see distribution as one of their core competencies.

Distribution is Important Because

Firstly, it affects sales - if its not available it cant be sold. Most

customers wont wait.

Secondly, distribution affects profits and competitiveness since it

can contribute up to 50 percent of the final selling price of some goods.
This affects cost competitiveness as well as profits since margins are
squeezed by distribution costs. Thirdly, delivery is seen as part of the
product influencing customer satisfaction. Distribution and its associated
customer service play a big part in relationship marketing.

Decisions about physical distribution are key strategic decisions.

They are not short term. Increasingly it involves strategic alliances
and partnerships which are founded on trust and mutual benefits. We
are seeing the birth of strategic distribution alliances. Channels change

33
Notes
throughout a products life cycle. Changing lifestyles, aspirations and
expectations along with the IT explosion offer new opportunities of using
distribution to create a competitive edge. Controlling the flow of products
and services from producer to customer requires careful consideration. It
can determine success or failure in the market place. The choice of channel
includes choosing among and between distributors, agents, retailers,
franchisees, direct marketing and a sales force. Deciding between blanket
coverage or selective distribution, vertical systems or multi-channel
networks, strategic alliances or solo sales forces, requires strong strategic
thinking. Decisions about levels of stock, minimum order quantities,
delivery methods, delivery frequency and warehouse locations have major
cash flow implications as well as customer satisfaction implications.

****

34
 Notes

Lesson 1.3 - Channel Members

Learning Objectives

After reading this lesson you will be able to

Identify and understand how to elect channel members

Examine channel structure
Understand various membership issues
Understand how to the channel design takes place
Understand Managing Channel Design decisions

Electing Members Within a Channel

Having decided to go through intermediaries the next question

is whether to use agents or distributors and also how many. Unlike
distributors, agents dont hold stocks - they only act as sales agents finding
customers, collecting orders and passing them on to the supplier in return
for a percentage commission.

Selection of a Distributor or an Agent an Assessment

1. Market Coverage,
2. Sales Forecast,
3. Cost,
4. Other Resources,
5. Profitability,
6. Control,
7. Motivation,
8. Reputation,
9. Competition,
10. Contracts

35
Notes
1. Market Coverage: - does the profile of existing customers match
your target market profile? - is the number of customers big
enough to meet the required distribution penetration? - is the
existing sales force big enough to cover the territory? - are they
dependant on a single individual? - are the existing delivery fleet
and warehouse facilities adequate?

2. Sales Forecast: How many can they sell? What are their forecasts
based upon? Do they give a best, worst and average forecast? Will
they invest in large stock commitment? Do they have budgets to
run promotions? Some suppliers even ask their distributors for a
marketing plan showing how they intend to market the suppliers
products.

3. Cost: What will it cost in terms of discounts, commissions, stock

investment and marketing support?

4. Other Resources: Does the target market require anything special

such as technical advice, installation, quick deliveries, instant
availability? If so can the distributor provide it?

5. Profitability: How much profit will the distributor generate for the
supplier?

6. Control: Do they have a reporting system in place? How do they

deal with problems? How often are review meetings scheduled?
Can you influence the way they present your products?

7. Motivation: Does the agent or distributor convey a sense of

excitement and enthusiasm about the product? What about its
sales force - whats their reaction?

8. Reputation: Has it got a good track record? This includes the

number of years in business, growth and profit record, solvency,
general stability and overall reliability. Is it dependant on one key
player?

9. Competition: Do they distribute any competitors products?

10. Contracts: Some distributors demand exclusivity. Some agreements

tie the supplier in for certain periods of time. Check for flexibility
in case things go wrong.

36
 Notes
The bottom line is: Can the agent or distributor be motivated,
controlled and trusted? Motivated to sell your product among a range
of others. Controlled to feed back results or change strategy if requested.
And trusted to act as a reliable ambassador of your product?

Channel Structure and Membership Issues

Paths to the Customer

For most products and situations, it is generally more efficient for a

manufacturer to go through a distributor rather than selling directly to the
customer. This is especially the case when consumers need to have variety
and assortment (e.g., consumer would like to buy not just toothpaste but
also other personal hygiene products, and even other grocery products
at the same place), when products are bought in small volumes or at low
value (e.g., a chocolate sells for less than ` 1.00), or even intermediaries
have skills or resources that the manufacturer does not (a sales force,
warehousing, and financing).

Nevertheless, there are situations when these conditions are not

metmost typically in industrial settings. As an extreme case, most
airlines are perfectly happy only being able to buy aircraft and accessories
from Boeing and would prefer not to go through a retailerparticularly
since the planes are often highly customized.

More in the gray area, it may or may not be appropriate to

sell microcomputers directly to consumers rather than going through a
distributorthe costs of providing those costs may be roughly comparable
to the margin that a distributor would take.

Potential Channel Structures

Channel structures can assume a variety of forms. In the extreme

case of Boeing aircraft or commercial satellites, the product is made by the
manufacturer and sent directly to the customers preferred delivery site.
The manufacturer, may, however, involve a broker or agent who handles
negotiations but does not take physical possession of the property.

37
Notes
When deals take on a smaller magnitude, however, it may be
appropriate to involve retailer--but no other intermediary. For example,
automobiles, small planes, and yachts are frequently sold by the
manufacturer to a dealer who then sends directly to the customer.

It does not make sense to deliver these bulky products to a

wholesaler only to move them again. As the need for variety increases, a
wholesaler may then be introduced. For example, an office supply store
needs to sell more merchandise than any one manufacturer can produce.

Channel Structure

Therefore, a wholesaler will buy a very large quantity of binders,

file folders, staplers, reams of paper, glue sticks, and similar products and
sell this in smaller quantitiessay 200 staplers at a timeto the office
supply store, which, in turn, may go to another wholesaler who has
acquired telephones, typewriters, and photocopiers.

Note that more than one wholesaler level may be involveda

local wholesaler serving the Inland Empire may buy from each of the two
wholesalers listed above and then sell all, or most, of the products needed
by local office supply stores.

38
 Notes
Finally, even in longer channels, agents or brokers may be involved.
This, in particular, will happen when the owner of a small, entrepreneurial
company has more experience with technology than with businesses
negotiations. Here, the manufacturer can be freed, in return for paying
the agent, from such tasks, allowing him or her to focus on what he or she
does well

Criteria in Selecting Channel Members

Typically, the most important consideration whether to include

a potential channel member is the cost at which he or she can perform
the required functions at the needed level of service. For example, it
will be much less expensive for a specialty foods manufacturer to have a
wholesaler get its products to the retailer.

On the other hand, it would not be cost effective for Procter &
Gamble and Wal-Mart to involve a third party to move their merchandise
Wal-Mart has been able to develop, based on its information systems and
huge demand volumes, a more efficient distribution system.

Note the Important Caveat that Cost Alone is not the only Consideration

Premium furniture must arrive in the store on time in perfect

condition, so paying more for a more dependable distributor would be
indicated. Further, channels for perishable products are often inefficiently
short, but the additional cost is needed in order to ensure that the
merchandise moves quickly. Note also that image is importantWal-
Mart could very efficiently carry Rolex watches, but this would destroy
value from the brand.

Piggy-Backing

A special opportunity to gain distribution that a manufacturer

would otherwise lack involves piggy-backing. Here, a manufacturer
enlists another manufacturer that already has a channel to a desired
customer base, to pick up products into an existing channel. For example,
a manufacturer of rhinoserous and hippopotamus shampoo might be
able to reach zoos by approaching a manufacturer of crocodile teeth
cleaning supplies that already reaches this target. In the case of reciprocal

39
Notes
piggy-backing, the shampoo manufacturer might then, in turn, bring
the teeth cleaning supplies through its existing channel to exotic animal
veterinarians.

Parallel Distribution

Most manufacturers find it useful to go through at least one

wholesaler in order to reach the retailer, and it is simply not efficient for
Colgate to sell directly to pathetic little mom and pop neighborhood
stores. However, large retail chains such as K-Mart and Ralphs buy
toothpaste and other Colgate products in such large volumes that it may
be efficient to sell directly to those chains.

Thus, we have a parallel distribution network whereby some

retailers buy through a distributor and others do not. Note that we may also
be tempted to add a direct channele.g., many clothing manufacturers
have factory outlet stores. However, note that the full service retailers will
likely object to being undercut in this manner and may decide to drop
or give less emphasis to the brand. It may be possible to minimize this
contract by precautions such as:

(1) Having outlet stores located in vacation areas not within easy
access of most people,
(2) Presenting the merchandise as being slightly irregular, and/or
(3) Emphasizing discontinued brands and merchandise not sold in
regular stores.

Evaluating Channel Performance

The performance of channel members should be periodically

monitoreda channel member may have looked attractive earlier but may
not, in practice be able to live up to promises. (This can be either because
of complacency or because the channel member simply did not realize the
skills and resources needed to perform to standards). Thus, performance
level (service outputs) and costs should be evaluated.

Further, changes in technology or in the market place may make

it worthwhile to shift certain functions to another channel member

40
 Notes
(e.g., a distributor has expanded its coverage into another region or may
have gained or lost access to certain retail chains). Finally, the extent to
which compensation is awarded in proportion to performance should be
reassessede.g., a distributor that ends up holding inventory longer or
taking on more returns may need additional compensation.

Channel Design

A firm must become involved in the channel design process when

it is considering entering the market with a new product or when existing
supply chains are falling short of performance objectives.
The design process consists of the following steps:

1. Establish objectives.
2. Formulate a strategy.
3. Determine structure alternatives.
4. Evaluate structure alternatives.
5. Select structure.
6. Determine alternatives for individual channel members.
7. Evaluate and select individual members.
8. Measure and evaluate channel performance.
9. Evaluate alternatives when performance objectives are not met, or
attractive new options become available.

Development of the Channels of Distribution

The emergence of channels of distribution has been explained in

terms of the following factors:

1. Intermediaries evolve in the process of exchange because they can

increase the efficiency of the process by creating time, place, and
possession utility.
2. Channel intermediaries enable the adjustment of the discrepancy
of assortment by performing the functions of sorting and assorting.
Discrepancy of assortment will be described shortly.
3. Marketing agencies form channel arrangements to make transactions
routine.

41
Notes
4. Channels facilitate the searching process by consumers.

Marketing channels develop because intermediaries (e.g.,

wholesalers and retailers) make the marketing process more efficient
by reducing the number of market contacts. In primitive cultures, for
example, most household needs are met by family members.

By many household needs can be met more efficiently by exchange.

Specialization in production creates efficiency for this reason; it has
become a way of life. A household must exchange goods and services to
provide for all of its needs.

The advantage of an intermediary is greater as the number of

specialized producers increases.

Intermediaries provide possession, time, and place utility. They

create possession utility through the process of exchange, the result of
the buying and selling functions. They provide time utility by holding
inventory available for sale.

And they provide place utility by physically moving goods to the

market. The assortment of goods and services held by a producer and the
assortment demanded by the customer often differ. The primary function
of channel intermediaries is to adjust this discrepancy by performing the
following sorting processes:

1. Sorting out.
2. Accumulating.
3. Allocation.
4. Assorting.

Channel Structure

Channel structure may be viewed as a function of product life

cycle, logistics systems, effective communication networks, product
characteristics, or firm. However, the most detailed theory of channel
structure was developed by Louis P. Bucklin, who staled that the purpose
of the channel is to provide consumers with the desired combination of
its outputs (i.e., lot size, delivery time, and market decentralization) at

42
 Notes
minimal cost. Consumers determine channel structure by purchasing
combinations of service outputs.

The best channel forms when no other group of institutions

generates more profits or more consumer satisfaction per dollar of product
cost. Bucklin concluded that functions will be shifted from one channel
member to another in order to achieve the most efficient and effective
channel structure.

The Factors that Might Influence Channel Structure Include

1. Outsourcing.
2. Postponement and speculation.
3. Speed.
4. Technological, cultural, physical, social, and political factors.
5. Physical factors - geography, size of market area, location of
production centers, and concentration of population.
6. Local, state, and federal laws.
7. Social and behavioural variables.

Flows in the Channel of Distribution

Channel of Distribution

An example of the various channels of distribution that a

manufacturer of grocery products might use. The manufacturer sells its
products to wholesalers, chain stores, cooperatives, and the military. The
wholesalers and coops service retail accounts. Accounts are serviced by a
national sales force.

Product and Information Flows

Illustrates the product and information flows that take place in a

channel. Remember the product flows take place only after information
flows are initiated. In addition to product and information flows, payments
for the merchandise and promotional inventories back in the channel.
The quality and speed of the information flows determine the safety stock
held at each level of the channel.

43
Notes
Types of Distribution

Three types of distribution can be used to make product available

to consumers:

(1) Intensive distribution,

(2) Selective distribution and
(3) Exclusive distribution.

In intensive distribution, the product is sold to as many appropriate

retailers or wholesalers as possible. Intensive distribution is appropriate
for products such as chewing gum, candy bars, soft drinks, bread, film,
and cigarettes where the primary factor influencing the purchase decision
is convenience.

Industrial products that may require intensive distribution

include pencils, paperclips, transparent tape, file folders, typing paper,
transparency masters, screws, and nails. In selective distribution, the
number of outlets that may carry a product is limited, but not to the extent
of exclusive dealing.

By carefully selecting wholesalers or retailers, the manufacturer can

concentrate on potentially profitable accounts and develop solid working
relationships to ensure that the product is properly merchandised. The
producer also may restrict the number of retail outlets if the product
requires specialized servicing or sales support. Selective distribution may
be used for product categories such as clothing, appliances, televisions,
stereo equipment, home furnishings, and sports equipment.

When a single outlet is given an exclusive franchise to sell the

product in a geographic area, the arrangement is referred to as exclusive
distribution. Products such as specially automobiles, some major
appliances, certain brands of furniture, and lines of clothing that enjoy
a high degree of brand loyally are likely to be distributed on an exclusive
basis.

This is particularly true if the consumer is willing to overcome the

inconvenience of travelling some distance to obtain the product. Usually,
exclusive distribution is undertaken when the manufacturer desires more

44
 Notes
aggressive selling on the part of the wholesaler or retailer, or when channel
control is important, exclusive distribution may enhance the products
image and enable the firm to charge higher retail prices.

Sometimes manufacturers use multiple brands in order to offer

exclusive distribution to more than one retailer or distributor. Exclusive
distribution occurs more frequently at the wholesale level than at the
retail level. In general, exclusive distribution lends itself to direct channels
(manufacturer to retailer). Intensive distribution is more likely to involve
indirect channels with two or more intermediaries.

Channel Design and the Customer

Channel selection and deployment is one of the most critical issues

facing companies today. Customers are in the drivers seats, as they should
be, when it comes to the buying relationship. Powerful products and, to
some degree, great brands no longer provide sustainable differentiation to
customers. Customers are looking for superior value in all the solutions
they consider. Increasingly, the sales channel creates the most powerful
and sustainable differentiation in delivering superior value to customers.

However, much of what companies do today in deploying sales

channels keeps them from establishing the highest performance, most
effective channels. Many companies are not getting the sales growth,
market penetration and customer share they should because of ineffective
channel design and deployment.

In assessing the channel effectiveness of dozens of organizations

worldwide, we find companies doing things backwards. They are designing
their sales channels from inside-out, that is, based on a company focused
strategy. Our work has shown the easiest and most effective means of
designing and deploying high performance sales channels start with the
customer.

Traditional Approaches

Unfortunately, many great companies are prisoners of their

heritage. Their sales channel design and deployment is driven by their
heritage. They continue to do the same thing, only more and faster, not

45
Notes
necessarily better. Those organizations that had a strong focus on company
owned field sales channels continue to expand that organization, often
losing productivity, effectiveness, and profitability.

Other companies try to do everything, exploiting multiple channels

to reach the same customers, confusing the customer, creating channel
conflict, eroding margins, losing share and opportunity. These companies
have all the traditional channels in place and are adding all the new and
fashionable channels (internet, direct marketing, and others) without
rationalizing the strategy and approach.

Others drive their channel strategies based solely on financial

criteria, namely cost of selling, not treating their sales channels as
investments which are expected to produce a reasonable return. We see
companies downsizing, shifting from a high fixed cost for their own
organization to the lower or variable costs of an indirect channel structure
(distributors, resellers, representatives, outsourced telesales). Their
decisions are driven by expense criteria, not the ability of the channel
to effectively reach the right customers at the right time with the right
solutions.
Then there are those that cant decide, every year changing their
sales strategy to something different than before. Shifting from indirect
sales to company owned sales forces. Moving to inside sales. Moving to
direct marketing. Moving to the internet. Then starting the whole process
again when each move fails to achieve the results needed.

All of these activities are driven by dozens of task forces, studies,

organizational assessments and other research efforts to look at the right
channel design.

These efforts all miss the point! Moreover, they make channel
design and deployment more complicated than it really is. The easiest way
to design high performance sales channels is to start with the customer!
Once you know who your customers are and how they want to buy, then
you can design the channel that most effectively reaches those customers
in the way that is most effective.

46
 Notes
Channel Design Is Not Rocket Science!

Customer focused channel design and deployment is not rocket

science. Effective design, however, requires a disciplined approach to
understanding who your customers are and how they buy. Designing a
customer-focused channel involves several simple steps:

Start with the customer. Who are the customers we want to

serve? Do we want to expand our relationships with our current
customers? Do we want to acquire new customers? What share of
customer objectives do we have?

How do we segment these customers and characterize each
segment? What markets do we serve, which products and services
are directed to which customers or markets? Remember that
customers in similar segments but different geographies may
behave very differently (i.e. are your French customers the same as
your Chinese and Chilean customers?). What goals or objectives do
we have with each segment?

How do these customers/segments buy solutions like those that we

offer? What is involved in their buying process? What steps does the
customer go through in defining requirements and specifications,
evaluating, selecting, and implementing a solution? Does it require
close and frequent interaction? Is it complex, with many people
involved in the buying decisions? Does the buying process require
close involvement and contact with the factory? Is there a lot of
customization and integration required? Are there complementary
services or products required to provide a complete solution?

Who do they buy those solutions from? How do they buy the
solutions? Direct field sales organization (hunters, farmers?),
inside sales, distribution, resellers, reps, Internet, catalog, OEM,
integrator, retail, supplier chain relationship?

What are their expectations of those solution providers? What

level of service and support is important in the buying and
implementation process?

How do these solution providers complement and add value to the

offerings of the suppliers? They are part of the value delivery chain
and need to add value not cost.

47
Notes
What is the profile of these solution providers, what are their
characteristics? How are they organized to support the customers?
What programs and capabilities do they need to have? What
relationship do they have with the manufacturer?

What do those solution providers expect of their suppliers? What

is the value proposition for channel partner (internal or external)?
How do we motivate them to wake up every morning excited
about selling our products and services over those of any one else
(including other divisions within our organization)?

How do we map our products and services into the channels that
most effectively reach these customers? Which products and
services are we going to sell to which customers through which
channel?

What channel programs do we need to put in place to support the

channels? What marketing programs are we going to direct to the
customer/segment and channel to drive sales growth in the desired
area? What programs, policies, processes are needed by segment/
channel?

Exploring these issues in the sequence outlined will help establish

the design and the deployment of the correct sales resources to achieve
your objectives. The right channel design and structure becomes will
start to become obvious with this analysis. Usually, a couple of alterna-
tives that emerge and a variety of criteria can be used in selecting the best
alternative.

In addition to making the channel design and deployment process

much easier, the tremendous power to this approach is that since it is
customer driven, it will become immediately obvious and easy for your
customer to buy your products and solutions in a manner that is most
closely tailored to how they want to acquire solutions. This means you sell
more stuff to more people more effectively and efficiently!

Critical Success Factors

Based on our experience, few companies can achieve their objectives

with a single channel strategy approach. Most organizations must establish

48
 Notes
a variety of different channels to reach their customers most effectively.
Leading companies will have a combination of many different channels.
However, from the customer view, the sales channel should be very clear
and easy to understand!

Rule 1:Dont confuse the customer about how he acquires your solutions;
keep it simple, intuitive and obvious!

There are too many alternatives for your customers to choose from.
Their job is not to sort through how to buy your product, which channel
to work with, what price to pay, who is good, who is bad. They just want
to procure a solution in the easiest manner possible.

If the customer is in any way confused about who they should buy
from, the channel has been defined incorrectly. We need to make it very
clear and simple about how to buy our products. If the customer cannot
easily understand who they should purchase the product from, they will
go somewhere else. Part of what we need to do is make our products and
services easy to buy or acquire.

Rule 2:There will be overlap in channels, but this should be minimized

and managed effectively. Focus your channels on competing
against the competition, not against each other.

The real world is not black and white, there are many shades of
gray. It is impossible to define the channel structure cleanly. Design your
channel strategy in a way that your channels spend more time fighting
the competition than they do fighting each other. The latter case will only
produce dissatisfaction with customer and the channels. Ultimately it
leads to pricing/margin erosion and share erosion.

Rule 3:Dont over-distribute your products. Over-distribution means

that you will compete against yourself not your competition.
You will lose the loyalty of your channel and lose customers.

We like to recommend sufficient coverage of the market with your

channels, not over-saturation. Too many outlets, ultimately, is a losing
proposition for all. Make sure there is a reasonable business proposition for

49
Notes
your channel partners. Are the markets they address with your solutions
sufficient to support their investments and to provide an adequate return?

Rule 4:Remember your channel partners are your customers as well.

Whats your value proposition to them?

Often we are very good at defining our value proposition to our

end customers. However, we forget that we need to define the value prop-
osition for our channel partners, as well. How do we create excitement,
awareness, and a high desire to sell our products, over other products that
the sales channel has to sell (This applies to field sales, as well.)? We need
to think of how do we make our products and services compelling to for
them to sell.

Rule 5:Mindshare in the channel is based on how important your

products and services are to their success. If you arent in the top
five, you wont get sufficient attention.

Most sales organizations have a range of products and services on

which they choose to spend their time. They will tend to focus on a few
areas, in which they can maximize the return on their investment in time.
If your products and services will not be one of the top ones in which they
focus, you will not get the attention that you need to achieve your goals.

You will want to re-assess your channel strategy and programs

to assure that you get the right attention on your products. With a
field-oriented channel, you may want to put in place special emphasis
programs or even an overlay, specialized sales organization. With indirect
organizations, you may want to choose different partners. Web-based
channels will require other action.

Rule 6:Consider your customer and product life cycles in your channel
design. Different channels are required depending on where
your customers are in their growth and maturity. Likewise, your
product life cycles impact channel decisions.

Many companies make the mistake of determining the channel

strategy at product launch, then never changing it as the product matures

50
 Notes
in the market. Likewise, our customers will change their buying process
over time.

For example, as products get more commoditized, in the customers

mind, they will change how they procure these solutions. If we have not
adopted our channel strategy to support this change, we may not be
reaching the right customers, with the right message. This impacts both
the top and bottom line.

Rule 6A:Channel strategies cannot be cast in concrete. They must evolve,

or sometimes, go through revolutionary change!

We must continue to reassess and tune our channel strategies based

on how our customers and markets change. Not doing this will cause us to
be left in the dust, losing share, revenue and profits. Many industries are
undergoing profound and radical change, which requires new thinking.

Designing The Channel Is Just The Start!

Designing the channel is just the start, what counts is execution!

The best channel design in the world, does not mean anything until we
start implementing it and tuning the strategy for reality. This includes
putting the channel in place, putting the programs in place to support
the channel, and putting the measurements in place to assure they are
accomplishing what we expected. Continually monitoring performance
and tuning the organization in their execution of the strategy is critical to
achieving the business results we want.

Marketing Channel Design Decisions

Marketing channel (also termed channels of distribution) design

decisions are critical for successful product distribution. Marketing
channels consist of intermediaries who contribute to the product
distribution process according to consumer demand. They consist of
merchant middlemen, agent middlemen, and facilitators.

Companies rely on market intermediaries because of their

effectiveness in distributing products as well as their capitalization. A
company`s chosen channel members develop long-term relationships

51
Notes
built on trust, and directly affect the marketing process including price.
Marketing channels always have a producer and a final consumer.

Merchant Middlemen

Merchant middlemen consist of wholesalers and retailers who

actually purchase the product and resell it. Wholesalers buy in large lots
and sell in smaller quantities to retailers who in turn sell individual units
to the consumer. Wholesalers and retailers assume the risk of ownership
in return for a profit markup when selling the merchandise to others.

Agent Middlemen

Agent middlemen are sales intermediaries such as brokers,

product representatives and sales representatives who seek others to
purchase merchandise. They do not actually purchase any merchandise
and are compensated on the basis of a percentage of sales and/or salary
depending on whether they are independent business people or employees
of companies wishing to sell products.

Facilitators

Facilitators are intermediaries who directly assist in the

distribution function without taking title to the goods. They consist of a
range of organizations including advertising agencies, financial lending
organizations, shipping companies, and storage warehouses.

Channel Length

Channel length describes the number of intermediary levels exist-

ing between the producer and the consumer. A direct, or zero, channel
is one where there is a direct relationship between the producer and the
consumer (e.g., a neighborhood bakery may be considered a direct chan-
nel since the retail consumer purchases the finished baked goods directly
with no intermediaries). A one-level channel has one intermediary which
is usually a retailer (e.g., a regional bakery goods operation utilizes local
food stores to distribute the product to the consumer).

52
 Notes
A two-level channel has two intermediaries to distribute products
to the consumer (e.g., a candy manufacturer sells the product to a whole-
saler who in turn sells to the retailer). A three-level channel has three
intermediaries normally consisting of an agent middleman who sells to a
wholesaler who then sells to a retailer.

How are Channels Developed?

Developing channels of distribution requires many decisions.

Channel distribution needs grow and develop as companies grow and
markets change. Increased channel utilization increases costs which are
passed on to the consumer. The design of channel development begins by
studying the buying patterns of the target customers.

Consumer buying patterns affect a channel`s characteristics and

are classified in the following ways:

Units purchased. Different customers have different purchasing

needs. Commercial customers normally purchase larger lot sizes
than do the household consumer. Channel modifications have to
be made to meet these different needs.

Turnaround times. Some industries, such as fast foods, use rapid

turnaround times as an inherent part of the business, while other
businesses may have longer turnaround times. Industries having
customers needing rapid turnaround times require more direct
channels of distribution than those with slower turnaround times.

Product assortment. Industries, particularly retail, offering large

product assortments have a need for deeper channels of distribution
in order to provide product variety.

Services. High levels of services, including repair, delivery,

installation and others, require more intensive channel utilization.

Determining the number of intermediaries will affect the

marketing of a product. Longer channels have more intermediaries and
higher costs. On the other hand, intermediary expertise may be essential
for successfully marketing a particular product. Thus, a manufacturer
may try and limit the number of intermediaries in order to contain
costs. The tradeoff in having fewer intermediaries is limited distribution.

53
Notes
As manufacturers continue to penetrate markets, greater
distribution is desired involving more intermediaries. While this will
increase distribution, it will also increase costs while sacrificing some
degree of marketing control. This may result in having the product
incorrectly positioned.

Finally, not all intermediaries are the same. The marketer wants
only those intermediaries who most effectively work with the company to
distribute the product.

Generally, the companies having the largest array of retail products,

particularly product consumables, have the least need for intermediaries.
They are well-enough positioned in the market to deal directly with retail
outlets. Smaller companies with smaller product lines have a greater need
for the market distribution strengths of intermediaries.

Products that are perishable, time sensitive (such as fashions),

heavy and bulky, or are highly unique in nature (such as those requiring
specialized training) generally have short channels of distribution. On
the other hand, standardized products often move through several
intermediaries in the distribution process.

There are several issues in evaluating channel alternatives. One

issue is choosing the most economically effective channel alternative.
Companies must evaluate channel intermediaries based on those that
have the largest level of sales per unit of selling cost.

Other issues concern the extent to which marketing management

control will be lost by including a sales agency or other sales broker in the
marketing channel. A final variable is choosing a channel intermediary that
will still allow the producer to maintain maximum marketing flexibility in
fast moving markets.

Several Issues are Important in Channel Management

Choosing the most effective channel alternatives. Management

must determine what the characteristics are the most effective
channel intermediaries. Having done this, management must
develop strategies for attracting these channel intermediaries to the
marketing channel.

54
 Notes
Maximizing channel member effectiveness. Management must

motivate channel members to create the most cost-effective market
distribution system for the company.

Evaluating the effectiveness of intermediaries. Management must

develop channel member evaluation systems. While seeking the
cooperation of channel members, it is still essential to determine
what profit standards must be used as the basis for evaluation.

****

55
Notes

Lesson 1.4 - Market Segmentation

Learning Objectives

After reading this lesson you will be able to

Understand what is marketing Segmentation

Indentify need for marketing segmentation
Understand requirements of marketing segmentation
Understand various distribution systems
Understand target market selection

Market Segmentation

Market segmentation is the identification of portions of the market

that are different from one another. Segmentation allows the firm to better
satisfy the needs of its potential customers.

The Need for Market Segmentation

The marketing concept calls for understanding customers and

satisfying their needs better than the competition. But different customers
have different needs, and it rarely is possible to satisfy all customers by
treating them alike.

Mass marketing refers to treatment of the market as a homogenous

group and offering the same marketing mix to all customers. Mass
marketing allows economies of scale to be realized through mass
production, mass distribution, and mass communication. The drawback
of mass marketing is that customer needs and preferences differ and the
same offering is unlikely to be viewed as optimal by all customers. If firms
ignored the differing customer needs, another firm likely would enter the
market with a product that serves a specific group, and the incumbant
firms would lose those customers.

56
 Notes
Target marketing on the other hand recognizes the diversity of
customers and does not try to please all of them with the same offering.
The first step in target marketing is to identify different market segments
and their needs.

Requirements of Market Segments

In addition to having different needs, for segments to be practical

they should be evaluated against the following criteria:

Identifiable: the differentiating attributes of the segments must be

measurable so that they can be identified.

Accessible: the segments must be reachable through communication

and distribution channels.

Substantial: the segments should be sufficiently large to justify the

resources required to target them.

Unique needs: to justify separate offerings, the segments must

respond differently to the different marketing mixes.

Durable: the segments should be relatively stable to minimize the

cost of frequent changes.

A good market segmentation will result in segment members

that are internally homogenous and externally heterogeneous; that is, as
similar as possible within the segment, and as different as possible between
segments.

Bases for Segmentation in Consumer Markets

Consumer markets can be segmented on the following customer

characteristics.

Geographic
Demographic
Psychographic
Behavioralistic

57
Notes
Geographic Segmentation

The following are some examples of geographic variables often

used in segmentation.

Region: by continent, country, state, or even neighborhood

Size of metropolitan area: segmented according to size of population
Population density: often classified as urban, suburban, or rural

Climate: according to weather patterns common to certain
geographic regions

Demographic Segmentation

Some demographic segmentation variables include:

Age
Gender
Family size
Family lifecycle
Generation: baby-boomers, Generation X, etc.
Income
Occupation
Education
Ethnicity
Nationality
Religion
Social class

Many of these variables have standard categories for their values.

For example, family lifecycle often is expressed as bachelor, married with
no children (DINKS: Double Income, No Kids), full-nest, empty-nest, or
solitary survivor. Some of these categories have several stages, for example,
full-nest I, II, or III depending on the age of the children.

Psychographic Segmentation

Psychographic segmentation groups customers according to their

lifestyle. Activities, interests, and opinions (AIO) surveys are one tool for
measuring lifestyle. Some psychographic variables include:

58
 Notes
Activities
Interests
Opinions
Attitudes
Values

Behavioralistic Segmentation

Behavioral segmentation is based on actual customer behavior

toward products. Some behavioralistic variables include:

Benefits sought
Usage rate
Brand loyalty
User status: potential, first-time, regular, etc.
Readiness to buy
Occasions: holidays and events that stimulate purchases

Behavioral segmentation has the advantage of using variables that

are closely related to the product itself. It is a fairly direct starting point
for market segmentation.

Bases for Segmentation in Industrial Markets

In contrast to consumers, industrial customers tend to be fewer in

number and purchase larger quantities. They evaluate offerings in more
detail, and the decision process usually involves more than one person.
These characteristics apply to organizations such as manufacturers and
service providers, as well as resellers, governments, and institutions.

Many of the consumer market segmentation variables can be

applied to industrial markets. Industrial markets might be segmented on
characteristics such as:

Location
Company type
Behavioral characteristics

59
Notes
Location

In industrial markets, customer location may be important in

some cases. Shipping costs may be a purchase factor for vendor selection
for products having a high bulk to value ratio, so distance from the
vendor may be critical. In some industries firms tend to cluster together
geographically and therefore may have similar needs within a region.

Company Type

Business customers can be classified according to type as follows:

Company size
Industry
Decision making unit
Purchase Criteria

Behavioral Characteristics

In industrial markets, patterns of purchase behavior can be a basis

for segmentation. Such behavioral characteristics may include:

Usage rate
Buying status: potential, first-time, regular, etc.
Purchase procedure: sealed bids, negotiations, etc.

Distribution Systems

Mindful of the factors affecting distribution decisions (i.e.,

marketing decision issues and relationship issues), the marketer has several
options to choose from when settling on a design for their distribution
network. We stress the word may since while in theory an option
would appear to be available, marketing decision factors (e.g., product,
promotion, pricing, target markets) or the nature of distribution channel
relationships may not permit the marketer to pursue a particular option.
For example, selling through a desired retailer may not be feasible if the
retailer refuses to handle a product.

60
 Notes
For marketers the choice of distribution design comes down to the
following options:

1. Direct Distribution Systems

2. Indirect Distribution Systems
3. Multi-Channel or Hybrid Distribution Systems

Distribution Systems: Direct

With a direct distribution system the marketer reaches the intended

final user of their product by distributing the product directly to the
customer. That is, there are no other parties involved in the distribution
process that take ownership of the product. The direct system can be
further divided by the method of communication that takes place when a
sale occurs. These methods are:

Direct Marketing Systems With this system the customer places

the order either through information gained from non-personal
contact with the marketer, such as by visiting the marketers
website or ordering from the marketers catalog, or through
personal communication with a customer representative who is
not a salesperson, such as through toll-free telephone ordering.

Direct Retail Systems This type of system exists when a product

marketer also operates their own retail outlets. As previously
discussed, Starbucks would fall into this category.

Personal Selling Systems The key to this direct distribution system

is that a person whose main responsibility involves creating and
managing sales (e.g., salesperson) is involved in the distribution
process, generally by persuading the buyer to place an order. While
the order itself may not be handled by the salesperson (e.g., buyer
physically places the order online or by phone) the salesperson
plays a role in generating the sales.

Assisted Marketing Systems Under the assisted marketing system,

the marketer relies on others to help communicate the marketers
products but handles distribution directly to the customer. The
classic example of assisted marketing systems is eBay which helps
bring buyers and sellers together for a fee. Other agents and brokers
would also fall into this category.

61
Notes
Distribution Systems: Indirect

With an indirect distribution system the marketer reaches the

intended final user with the help of others. These resellers generally take
ownership of the product, though in some cases they may sell products on
a consignment basis (i.e., only pay the supplying company if the product is
sold). Under this system intermediaries may be expected to assume many
responsibilities to help sell the product.

Indirect methods include:

Single-Party Selling System - Under this system the marketer

engages another party who then sells and distributes directly to the
final customer. This is most likely to occur when the product is sold
through large store-based retail chains or through online retailers,
in which case it is often referred to as a trade selling system.

Multiple-Party Selling System This indirect distribution system

has the product passing through two or more distributors before
reaching the final customer. The most likely scenario is when a
wholesaler purchases from the manufacturer and sells the product
to retailers.

Distribution Systems: Multi-Channel (Hybrid)

In cases where a marketer utilizes more than one distribution

design the marketer is following a multi-channel or hybrid distribution
system.

As we discussed, Starbucks follows this approach as their

distribution design includes using a direct retail system by selling in
company-owned stores, a direct marketing system by selling via direct
mail, and a single-party selling system by selling through grocery stores
(they also use other distribution systems).

The multi-channel approach expands distribution and allows

the marketer to reach a wider market, however, as we discussed under
Channel Relationships, the marketer must be careful with this approach
due to the potential for channel conflict.

62
 Notes
Target Market Selection

Target marketing tailors a marketing mix for one or more segments

identified by market segmentation. Target marketing contrasts with mass
marketing, which offers a single product to the entire market.

Two important factors to consider when selecting a target market

segment are the attractiveness of the segment and the fit between the
segment and the firms objectives, resources, and capabilities.

Attractiveness of a Market Segment

The following are some examples of aspects that should be

considered when evaluating the attractiveness of a market segment:

Size of the segment (number of customers and/or number of units)

Growth rate of the segment
Competition in the segment
Brand loyalty of existing customers in the segment
Attainable market share given promotional budget and competitors
expenditures
Required market share to break even
Sales potential for the firm in the segment
Expected profit margins in the segment

Market research and analysis is instrumental in obtaining this

information. For example, buyer intentions, sales force estimates, test
marketing, and statistical demand analysis are useful for determining sales
potential. The impact of applicable micro-environmental and macro-
environmental variables on the market segment should be considered.

Note that larger segments are not necessarily the most profitable
to target since they likely will have more competition. It may be more
profitable to serve one or more smaller segments that have little
competition. On the other hand, if the firm can develop a competitive
advantage, for example, via patent protection, it may find it profitable to
pursue a larger market segment.

63
Notes
Suitability of Market Segments to the Firm

Market segments also should be evaluated according to how they

fit the firms objectives, resources, and capabilities. Some aspects of fit
include:

Whether the firm can offer superior value to the customers in the
segment
The impact of serving the segment on the firms image
Access to distribution channels required to serve the segment
The firms resources vs. capital investment required to serve the
segment

The better the firms fit to a market segment and the more attractive
the market segment, the greater the profit potential to the firm.

Target Market Strategies

There are several different target-market strategies that may be

followed. Targeting strategies usually can be categorized as one of the
following:

Single-segment strategy - also known as a concentrated strategy.

One market segment (not the entire market) is served with one
marketing mix. A single-segment approach often is the strategy of
choice for smaller companies with limited resources.

Selective specialization - this is a multiple-segment strategy, also

known as a differentiated strategy. Different marketing mixes
are offered to different segments. The product itself may or may
not be different - in many cases only the promotional message or
distribution channels vary.

Product specialization - the firm specializes in a particular product

and tailors it to different market segments.

Market specialization - the firm specializes in serving a particular

market segment and offers that segment an array of different
products.

64
 Full market coverage - the firm attempts to serve the entire

market. This coverage can be achieved by means of either a mass
market strategy in which a single undifferentiated marketing mix is
offered to the entire market, or by a differentiated strategy in which
a separate marketing mix is offered to each segment.

The following diagrams show examples of the five market selection

patterns given three market segments S1, S2, and S3, and three products P1,
P2, and P3.

Single Selective Product Market Full Market

Segment Specialization Specialization Specialization Coverage

S1 S2 S3 S1 S2 S3 S1 S2 S3 S1 S2 S3 S1 S2 S3

P1 P1 P1 P1 P1
P2 P2 P2 P2 P2
P3 P3 P3 P3 P3

A firm that is seeking to enter a market and grow should first target
the most attractive segment that matches its capabilities. Once it gains
a foothold, it can expand by pursuing a product specialization strategy,
tailoring the product for different segments, or by pursuing a market
specialization strategy and offering new products to its existing market
segment.

Another strategy whose use is increasing is individual marketing,

in which the marketing mix is tailored on an individual consumer basis.
While in the past impractical, individual marketing is becoming more
viable thanks to advances in technology.

The Benefits of Targeted Marketing

Targeted marketing enables you to get to appropriate prspective

customers more efficiently than any other marketing strategy. Heres
some of the benefits of targeted marketing.

Batch targeting: This is where you break your overall target

market down into manageable segments - such as one specific industry,

65
Notes
or a geographical area, or a demographic profile. The segments should
not just be ones which are convenient to you, but ones which allow you to
direct, to one specific target market, promotional messages which:

Are highly relevant to the prospects in that sector

Convince them that you are a specialist in their own activity /
interest area
Show them that you can meet their own specific needs.

If, for example, you sell office equipment or consumables, you

obviously have a vast market - almost every type of business. But, instead
of sending out thousands of mailings to every type of business, pick out,
say, stone quarries (to pick an unusual example!) You could focus on dust
covers for equipment and the more rugged end of office equipment ranges.

You can demonstrate that you understand the needs of the

quarrying industry. If youve got a few customers in that type of industry,
you will already understand their requirements. If not, pick up the phone
and without trying to sell, do a little market research amongst two or three
prospects in that sector.

By showing that you are a specialist supplier, youll stand out from
all your other me too competitors. This must be a significant competitive
advantage. We know of an insurance broker who was just your average
broker until he started to focus on selling insurance to dentists. Within
two years, he was the UKs leading broker to the dental profession.

To summarise, the advantages of targeted marketing are:

Your attention is focused on one specific market area, which is

likely to result in your marketing campaigns being far more cost-
and time-efficient.

You appear to be a specialist in the prospective customers own

field, and you can increasingly build up a reputation as being just
that.

Your promotion material is highly relevant to their needs, and is

less likely to be junked

66
 Notes
By differentiating yourself from your competitors, prospective
customers are less likely to focus on price as the key issue, thus
enhancing your profit margins

When is targeted marketing useful?

Heres a detailed description of how to carry out a low-cost targeted

marketing campaign, using telephone selling and direct mail. The end
result is to get sales appointments to gain new customers.

When can this targeted marketing approach be used?

This particular approach works when:

You are selling into one market sector or into a wide number of
sectors (a market sector is best defined here as a particular industry
or type of business).
You are selling to businesses (B2B) rather than to retail consumers.
You are prepared to experiment a little, trying different approaches.
You dont mind using the telephone (or have got a volunteer to
phone for you!) and you have got some way of sending out 20 -
50 letters per week (say, a simple mailmerge program on a word
processor).
You need new customers!

Self Assessment Questions

1. Discuss the importance of Physical distribution?

2. List out the functions of physical distribution in the fast changing
economies?
3. Describe about the Principal components of the distribution
process.
4. Illustrate total approach to Physical distribution concept.
5. Describe Basic output of physical distribution systems
6. Analyze Cost trade off model
7. Illustrate and explain about distribution environment
8. Discuss Distribution strategy

67
Notes
9. Discuss multiple channels are used for distribution?
10. Elaborate on the functions of a channel?
11. Identify various channel levels?
12. Analyze Customers desired service output levels
13. Describe how to identify channel alternatives?
14. List out the legal & ethical issues involved in channel management?
15. Discuss the criteria to select a distributor or agent?
16. Explain about channel structure?
17. Explain channel design process?
18. List out the factors that might affect channel structure.
19. Discuss about types of distribution.
20. Channel design is not a rocket science. Discuss.
21. What are the critical success factors in channel strategy?
22. Discuss the issues in marketing channel design decisions.
23. What are the challenges in managing market channel intermediaries?
24. What is the need for market segmentation?
25. What are the requirements of market segments?
26. What are the bases for segmentation in consumer markets?
27. What are bases for segmentation in industrial markets?
28. Explain various types of distribution systems?
29. What are the aspects that attract a market segment?
30. Explain the market strategies?
31. What is Batch targeting?
32. When target marketing is useful and what approaches can be
followed?
33. Discuss seven stages of target marketing.

68
 Notes

CASE STUDY

Supply Chain Success: Dell Computers

Michael Dell the man behind Dell Computers started in 1984

with the exceptional idea of selling PCs through a mail-order approach.
It offered customers a customised configuration. The approach enabled
Dell to cut down the price of a computer by saving on the margins of
distributors and retailers. Also, this approach enabled Dell to deliver PCs
at short notice.

Dell upgraded its supply chain by making small changes in the

path a computer earlier used to travel to reach the customer. The web was
used to offer online visibility of components, configurations, costs and
delivery. Customers could choose from various options and arrive at a
configuration that suited them.

Once the order was received the computer was built using just in
time (JIT) manufacturing. This resulted in many benefits like lower costs
and quick deliveries. There was no need of maintaining higher inventories.
Dell positioned its warehouses at locations close to their factories so
that components could be easily and swiftly called for. Dell started their
innovation process by taking the customers views on various aspects of
the deal.

Dell did well because of its competitive strategies like

identifying and taking advantage of opportunities that existed but
was still untouched. They made the customers the focal point of their ac-
tivities and tried to provide the best service to them. They maintained the
quality of their products so that so that the customers achieved two ad-
vantages: a customised computer and a high performing machine at that.

Dell was also successful because it created an IT-based

manufacturing system along the entire supply chain. It used the web,
computerised manufacturing systems, EDI, videoconferencing, electronic
procurement, intranets, Decision Support System (DSS) and a web-based
call centre.

69
Notes
As part of the companys continual efforts to improve its supply
chain process, recently, Dell positioned a supply chain tool named
i2 TradeMatrix to forecast global views on product demand and
materials requirements and to improve factory scheduling and inventory
management. Dell suppliers and Supply Logistics Centres (SLCs) were
able to view short and long-term materials requirements in each Dell
factory globally due to these new supply chain tools.

Optimising delivery and inventory use in Dell factories was one

of the primary goals of i2 implementation. The i2 implementation. The i2
solution thus has increased the efficiency of Dell, which has already been
a leader in innovation in SCM.

Source:: Anurag Saxena and Kaaushik Sircar (2008), Logistics & Supply Chain
Management.

CASE STUDY

Supply Chain Success: Mumbai Dabbawalas

The Dabbawalas of Mumbai are unique case in logistics. Neatly

stacked dabbas (tiffins or lunch boxes) are a common sight at most of
the rail way stations, late every morning in Mumbai, India. A man is
who is illiterate or semi-literate delivers hot lunch at the doorstep of the
subscriber. It is an error-free and there are virtually no mismatches.

The Mumbai Tiffin Box Suppliers Association is a 38-year-old

organization with 4,500 members and a huge, loyalty customer base. Their
customer base include office goers, students, shopkeepers, etc. Instead of
carrying their own lunch at an early hour in the morning, they prefer to
subscribe this dabba service.

For a small fee, the dabbawala picks up the freshly packed lunch
form the subscribers house and deliver it to his/her office at lunch time.
Once lunch is over, the empty dabba is again collected by the dabbawala.
This is done with the help of Mumbais extremely efficient railway system
called th Mumbai locals.

70
 Notes
There are special trains known as dabbawala specials. The dabbas
change many hands and are loaded and offloaded in many trains befor
their final delivery.

There is a scientific method of putting an identification mark on

each dabba. Each dabba lid is marked a particular code. The code format
is DBOF where D denotes the dabbawalas number (assigned by the
association), BO is a combination indicating the building/office and F is
the floor number of that building where the tiffin box has to be delivered.

The lid is also marked with a number denoting the railway station
where the box has to be off-loaded, followed by an alphabet indicating the
station where it is to be picked up. Can you imagine what the fee for all of
this is? The service charges vary between ` 150 (US$3) to ` 300 (US$6) per
month, depending on the customers location and the distance covered.

This service was started by a Parsi banker when he enjoyed a carrier

to fetch his lunch every afternoon. The idea caught on and this inspired
many unemployed people to become dabba carriers. Soon, each dabbawala
had a handful of customers. To ensure that each carrier worked only in
a particular district and didnt interfere with other dabbawalas, a union
called the Mumbai Tiffin Box Carriers Association was formed in 1968.

Today, there are more than 5000 semi-literate dabbawallas who

transport 1,75,000 boxes in a 3-hour period, traversing 25 km using public
transportation, involving multiple transfer points. In 1998, Forbes Global
magazine conducted an analysis of the service and gave the dabbawalas a
six sigma efficiency rating.

****

71
72
 Notes

UNIT - II

Unit Structure

Lesson 2.1 - Managing the Marketing Channel

Lesson 2.2 - Channel Members
Lesson 2.3 - Channel Flows
Lesson 2.4 - Product Issues in Channel Management

Lesson 2.1 - Managing the Marketing Channel

Learning Objectives

After reading this lesson you will be able to

Understand how to manage the marketing channel

Indentify various channel intermediaries
Indentify various methods to motivate channel members
Know channel arrangements modification
Understand channel conflicts and managing channel conflicts

Managing the Marketing Channel

Sales channels (being the conduits by which we distribute our

products to the end-user) come in many shapesfrom direct, to the web,
to the traditional retail environment. And, were just doing whatever we
can to get any business from any of them! But is that the most efficient and
effective approach?

Thats where Channel Management comes in. Channel management,

as a process by which a company creates formalized programs for selling
and servicing customers within a specific channel, can really impact your

73
Notes
businessand in a positive way! To get started, first segment your channels
by like characteristics (their needs, buying patterns, success factors, etc.)
and then customize a channel management program that includes:

1. Goals. Define the specific goals you have for each channel segment.
Consider your goals for the channel as whole as well as individual
accounts. And, remember to consider your goals for both acquisition
and retention.

2. Policies. Construct well-defined polices for administering

the accounts within this channel. Be sure to keep the unique
characteristics of each segment in mind when defining policies for
account set up, order management, product fulfillment, etc.

3. Products. Identify which products in your offering are most suited

for each segment and create appropriate messaging. Also, determine
where your upsell opportunities lie.

4. Sales/Marketing Programs. Design support programs for your

channel that meet their needs, not what your idea of their needs are.
To do this, you should start by asking your customers within this
segment, how can we best support you in the selling and marketing
of our products? That being said, the standard considerations are
product training, co-op advertising, seasonal promotions, and
merchandising. Again, this is not a one-size fits all, so be diligent
about addressing this segments SPECIFIC needs in these areas.

Defining a channel management strategy for each segment allows

you to be more effective within each segment, while gaining efficiency
at the same time. Still, maintaining brand consistency across all channel
segments is critical to your long-term success. So find a good balance
between customization and brand consistency and youll be on your way
to successful channel management.

Channel Intermediaries

Channels of Distribution are Essential for Getting Products to

Consumers

Most companies would encounter administrative and logistical

problems in trying to deliver their goods and services to each of their end-

74
 Notes
consumers. Instead, companies more often than not use intermediaries to
distribute their products. This chapter aims to develop an understanding
of the place element of the marketing mix and the role of intermediaries
in marketing channels. Approaches to designing a channel of distribution
and issues in the management and control of intermediaries are discussed.

Definition of a Channel Intermediary

A marketing channel has been defined as a system of relationships

existing among businesses that participate in the process of buying
and selling products and services. Channel intermediaries are those
organisations which facilitate the distribution of goods to the ultimate
customer. The complex roles of intermediaries may include taking
physical ownership of products, collecting payment, and offering after-
sales service.

Marketing channel management refers to the choice and control

of these intermediaries. As more and more tasks are passed onto
intermediaries, the producing company starts to lose control and power
over its products and how they are sold. A key part of channel management
therefore involves the recognition that networks of intermediaries
represent social systems as well as economic ones.

The Role of Intermediaries in a Value Chain

The generic Value Chain of an organisation describes the activities

involved in the manufacture, marketing and delivery of a product or
service by the firm.

In order to decide whether a firm should undertake its own

distribution direct to consumers or whether it would be more efficient and
effective to use intermediaries, it is necessary to understand the functions
of these intermediaries. Consumers often want only a limited quantity of
a wide range of goods, goods that are conveniently made available under
one roof (i.e. in a retail supermarket). Intermediaries can help overcome
this discrepancy of assortment by reducing dramatically the number of
contacts required between suppliers and the end customers

In many cases, intermediaries can have superior knowledge of a

target market compared to manufacturers. Retailers can therefore add

75
Notes
value to the producers goods by tailoring their offerings more closely to
the specific requirements of consumers.
Intermediaries help to overcome two types of gap:

A location gap occurs due to the geographic separation of producers

and the consumers of their goods.

A time gap takes place between when consumers want to actually

purchase products and when manufactures produce them (e.g.
manufacturers may prefer to produce on Monday to Friday, but
consumers may prefer to buy at weekends). Intermediaries help to
reconcile this gap.

Types of Intermediary

A variety of types of intermediary can participate in the value

chain. Wholesalers and retailers take title to products, typically building
up stocks and thereby assuming risk. Other intermediaries such as agents
and brokers do not take title to goods. Instead they arrange exchanges
between buyers and sellers and in return receive commissions or fees.

A number of different types of retailer may be identified:

Ddepartment stores, e.g. Debenhams.

Supermarkets, e.g. Reliance.

Discount sheds or category killers, e.g. Toys R Us

Speciality shops, e.g. clothing (Next), music (HMV),

Convenience or c stores, e.g. 7-Eleven

Markets and cash and carry warehouses, e.g. Makro.

Catalogue showrooms, e.g. Argos.

Multiples are usually defined as retailers with over ten outlets.

They have tended to grow at the expense of independent retailers, but
have also eroded the market share of the cooperatives. Retailers have their
own set of strategic choices. Location is usually the most critical issue
since it is central to attracting the right kind of customer in sufficient
volume to make trade viable. Retailers are using increasingly sophisticated
geo-demographic methods to determine the optimum locations for their
outlets. Strategic decisions need to be made about what product assortment

76
 Notes
to provide and market segments should be served. As East (1997) has
pointed out, retailers spend large sums of money in attracting customers,
but despite offering factors such as value, choice, friendly service and
quality, the main reason cited by supermarket users for patronage is close
location.

Designing a Channel of Distribution

Channel objectives will be determined by the organisations

positioning strategy. The place element of the marketing mix must be
consistent with the remaining marketing tools used by the marketing
manager to gain a sustainable competitive advantage.

Three options can be identified

Intensive distribution. Generally used for FMCGs and other

relatively low-priced or impulse purchases.

E xclusive distribution. Here, distribution may be limited to a small

number of intermediaries who gain better margins and exclusivity.

Selective distribution. This represents a compromise between

intensive and selective distribution. The manufacturer is looking
for adequate market coverage, but still hopes to select supportive
dealers.

There are a number of key influences on channel selection strategies:

Buyer behaviour (what do customers expect inn terms of location

and assortment etc.?),
Producers needs, (an important constraint is the resources that are
available to the manufacturer to bring the product to market. Some
companies will lack the finances to recruit and reward a salesforce
and so will use a wholesaler instead.
Product type (e.g. fresh produce that is highly perishable requires
fairly short channels)
Competition (e.g. if competitors have exclusive deals with certain
intermediaries, then the support of other channel members with
similar marketplace penetration may be sought)

77
Notes
A systematic process for design of a channel is important. An
end-user analysis will result in the creation of an ideal channel
system which offers a multi-channel format catering for the service level
demands of each customer segment. This should be evaluated in terms of
the companys objectives and its positioning relative to the competition. A
constraints analysis is needed to identify limits which have to be built into
any proposed channel structure.

Managers can choose from among three generic marketing channels:

Direct marketing. This involves reaching customers via

communications media such as telesales, mailshots, catalogues or
advertisements with tear-off reply slips
Salesforce. Here a company might build its own team of salespeople,

or perhaps hire an
Independent contract sales force.
Channel intermediary. This alternative is the chief concerned of

this chapter.

In general, these channels are shorter than those for consumer goods.

In the case of services, it is not possible to own a service and

their delivery cannot be easily separated from the service provider. These
factors, and the inability to hold an inventory of unsold services, means
that the role of channel intermediary can be very different for services
compared to goods. Companies in both consumer and business-to-
business markets use a variety of channels to distribute their products.

Motivating Intermediaries

It is frequently necessary to motivate channel members. This is

so because of the differing needs of intermediaries and producers: these
needs do not necessarily coincide (e.g., a manufacturer may seek exclusive
distribution of its products at high prices, whereas a retailer may be
pursuing a strategy of market penetration through budget pricing of a
wide range of goods). The situation is further complicated by the fact that
intermediaries and producers often have different perceptions about their
own roles in the supply chain.

78
 Notes
Doyle suggests two levels of motivator: promotional and
partnership. Promotional channel motivators are usually short-term
inducements to support the suppliers goods (e.g. trade discounts for large
order volumes or providing point-of-sale display materials). Partnership
motivators, on the other hand, seek to build a longer-term relationship
between suppliers and channel participants (e.g. through sharing of market
research information and providing training to a distributors sales staff).

Evaluation and Control of Intermediaries

Evaluation of channel performance is necessary to decide which

intermediaries to retain and which to motivate, or even, where necessary,
to discard. Criteria for evaluation are obviously similar to those used in
the initial selection decision (see above). Once the relationship between
organisations has been established, criteria can include: the sales volume
and value of the producers goods that are generated through the
intermediarys outlets, the profitability of servicing that intermediary,
the stock levels the intermediary is prepared to hold, the quality of
customer service offered, feedback provided about the marketplace and
the intermediarys attitude to inter-channel co-operation. However, the
scope for evaluation may be severely limited if power lies with the channel
member rather than the producer.

Power in Marketing Channels

Using power ultimately means getting other channel members to

do something they might otherwise not have done. Since members are
inter-dependent, the potential for using power lies with all channel par-
ticipants. Usually, however, a channel leader emerges. This organisation
can derive its power from a number of sources, both economic and non-
economic.

If power is used in a manner believed to be unfair by one or more

channel members, then conflict may arise. Conflict need not necessarily
be destructive, since it can encourage managers to question the status
quo and find ways of improving their distribution systems. Sometimes,
however, strategies employed by firms can create unstable, adversarial
relationships between producers and intermediaries.

79
Notes
A strong focus should be placed by marketing departments on
relationship management with channel participants. A possible way
forward for manufacturers is Category Management. This is described
by Harlow (1995) as joint strategic planning with retailers to build total
category sales and profit for mutual benefit and is based on the fact that
the retailer wishes to maximise the profits from an overall category rather
than from a specific brand.

A category is seen as a group of products all satisfying the same

consumer need, e.g. toothpaste as opposed to, say, Crest. Category
management is an advance on the push policies of trade marketing (i.e.
to the retailer) and provides pull by sharing the ownership of brand
strategy with the intermediary.

Partnerships between producers and intermediaries are also

evident in the Efficient Consumer Response (ECR) initiative. ECR
involves members of the total supply chain working together to respond
to customers purchasing patterns, thereby ensuring the right products
are delivered to store shelves on time.

Franchising Systems

In a franchise system a seller (the franchisor) gives an intermediary

(the franchisee) specific services (such as marketing support) and rights to
market the sellers product or service within an agreed territory. In return,
the franchisee agrees to follow certain procedures and not to buy from
unauthorised sellers.

The franchisor also typically offers assistance in management

and staff training, merchandising and operating systems. This support
is usually provided in exchange for a specified fee or royalties on sales
from the franchisee. Examples of businesses which are predominantly
franchised include McDonalds, Body Shop, Benetton etc.

Motivating Channel Members

Constant training, supervision & encouragement. Producers can

draw on the following types of power to elicit cooperation:

80
 Notes
Coercive power. Manufacturer threatens to withdraw a resource

or terminate a relationship if intermediaries fail to cooperate.
Produces resentment.

Reward power. Manufacturer offers intermediaries extra benefits

for performing specific acts.

Legitimate power. Manufacturer requests a behavior that is

warranted by the contract.

Expert power. Manufacturer has special knowledge that the

intermediaries value.

Referent power. Intermediaries are proud to be identified with the

manufacturer.

A customer asks a retailer, who stocks your pen, for another brand
called Bad Pens. The retailer recommends and offers your pen as
superior.

A retailer actively solicits business for you by asking customers

buying other products to come and have a look at the exquisite
Grand Pen.

This retailer is obviously very motivated. Mindshare, as it is

called in the USA, has to do with how important your product
is in the distributors mind relative to the other lines they carry.
Winning the battle for the distributors share of mind can be more
important than many other marketing strategies. It applies in
industrial markets and consumer markets where intermediaries
play important roles in the distribution channel.

In reality, maintaining continually high levels of motivation among

intermediaries presents a challenge. It requires a reasonable quality
product, creative promotions, product training, joint visits between
producer and distributor, co-operative advertising, merchandising
and display.

Most of these apply to agents as much as distributors and retailers.

Keeping the intermediary stimulated is important. Positive
motivators, like sales contests are preferred to negative motivators
like sanctions such as reduced discounts and the threat of
terminating the relationship.

81
Notes
A positive reward works better than a negative punishment. Ideally
there should be a shared sense of responsibility - a partnership - a
strategic partnership. The supplier and intermediary are there to
help each other. Vertical Marketing Systems are a good example.

Clear communications, covering sales goals, review meetings, re-

porting procedures, marketing strategy, training, market infor-
mation required, suggestions for improvements, all help. Regular
contact through visits, review meetings, dinners, competitions,
newsletters, thank you letters, congratulatory awards all help to
keep everyone working closely together.

These are all non-financial incentives which provide a form of

psychic income as opposed to financial income. Thats not to say
that financial incentives arent useful motivators, it just means that
there are other motivations there too. In fact the money spent on
financial incentives is often spent more effectively when the sales
person is rewarded with a plaque, a gold pen or a holiday in the
Bahamas rather than just the cash which tends to get soaked up and
lost in a sea of ordinary household daily expenditure.

Non cash rewards appeal to the higher levels of Maslows Hierarchy

of Needs - belonging, esteem and self actualization.

Despite this, conflict can occur when too many distributors are
appointed within close proximity of each other, or the producer
engages in a multiple channel strategy of direct marketing as well
as marketing through intermediaries.

Carefully motivating distributors is vital if goods are to flow

smoothly through the channel and reach satisfied customers.

Modifying Channel Arrangements

Periodic modification to meet new conditions in the marketplace.

Modification is necessary when:

Distribution channel is not working as planned.

Consumer buying patterns change.
Market expands.
New competition arises.

82
 Notes
Innovative channels emerge.
Product moves into later stages in the product life cycle.

3 levels of channel adaptation can be distinguished:

1. Adding or dropping individual channel members.

2. Adding or dropping particular mkt channels.
3. Developing a totally new way to sell goods in all markets.

Conventional Marketing Channel

Comprises an independent producer, wholesaler(s) & retailer(s).

Each is a separate entity.
No channel member has complete or substantial control over the
other members.

Roles of Individual Firms in the Channel

Insiders. Members of the dominant channel.

Strivers. Firms seeking to become insiders.

Complementers. Not part of the dominant channel

Transients. Outside the dominant channel & do not seek

membership. Short-run expectations.
Outside innovators. Real challengers & disrupters of the dominant

channels.

Channel Cooperation, Conflict & Competition

Types of Conflict & Competition

Vertical channel conflict exists when there is conflict between

different levels within the same channel.

Horizontal channel conflict exists when there is conflict between

members at the same level within the channel.

83
Notes
Multichannel conflict exists when the manufacturer has established

two or more channels that compete with each other in selling to the
same mkt.

Causes of Channel Conflict

Goal incompatibility
Unclear roles & rights
Differences in perception
Intermediaries great dependence on the manufacturer

Managing Channel Conflict

Some channel conflict can be constructive. It can lead to more

dynamic adaptation to a changing environment. But too much is
dysfunctional.
Perhaps the most important mechanism is the adoption of super
ordinate goals. Working closely together might help them eliminate
or neutralize the threat.
Exchange of persons between two or more channel levels is useful.
Cooptation is an effort by one organization to win support of the
leaders of another organization by including them in advisory
councils, boards of directors, etc.
Encouraging joint membership in & between trade associations.

****

84
 Notes

Lesson 2.2 - Channel Members

Learning Objectives

After reading this lesson you will be able to

Understand benefits offered to channel members

Identify and understand evaluating channel members and their
performance
Understand the criteria for channel member evaluation
Understand various issues in channels
Understand channel conflicts and to overcome them

Benefits Offered by Channel Members

When choosing a distribution strategy a marketer must determine

what value a channel member adds to the firms products. Remember,
as we discussed in the Product Decisions tutorial, customers assess a
products value by looking at many factors including those that surround
the product (i.e., augmented product). Several surrounding features can
be directly influenced by channel members, such as customer service,
delivery, and availability. Consequently, for the marketer selecting a
channel partner involves a value analysis in the same way customers make
purchase decisions. That is, the marketer must assess the benefits received
from utilizing a channel partner versus the cost incurred for using the
services. These benefits include:

Cost Savings in Specialization Members of the distribution

channel are specialists in what they do and can often perform
tasks better and at lower cost than companies who do not have
distribution experience. Marketers attempting to handle too many
aspects of distribution may end up exhausting company resources
as they learn how to distribute, resulting in the company being a
jack of all trades but master of none.

85
Notes
Reduce Exchange Time Not only are channel members able to
reduce distribution costs by being experienced at what they do, they
often perform their job more rapidly resulting in faster product
delivery. For instance, consider what would happen if a grocery
store received direct shipment from EVERY manufacturer that
sells products in the store. This delivery system would be chaotic
as hundreds of trucks line up each day to make deliveries, many of
which would consist of only a few boxes. On a busy day a truck may
sit for hours waiting for space so they can unload their products.
Instead, a better distribution scheme may have the grocery store
purchasing its supplies from a grocery wholesaler that has its own
warehouse for handling simultaneous shipments from a large
number of suppliers. The wholesaler will distributes to the store
in the quantities the store needs, on a schedule that works for the
store, and often in a single truck, all of which speeds up the time it
takes to get the product on the stores shelves.

Customers Want to Conveniently Shop for Variety Marketers

have to understand what customers want in their shopping
experience. Referring back to our grocery store example, consider a
world without grocery stores and instead each marketer of grocery
products sells through their own stores. As it is now, shopping is
time consuming, but consider what would happen if customers had
to visit multiple retailers each week to satisfy their grocery needs.
Hence, resellers within the channel of distribution serve two very
important needs: 1) they give customers the products they want
by purchasing from many suppliers (termed accumulating and
assortment services), and 2) they make it convenient to purchase
by making products available in single location.

Resellers Sell Smaller Quantities Not only do resellers allow

customers to purchase products from a variety of suppliers, they
also allow customers to purchase in quantities that work for them.
Suppliers though like to ship products they produce in large
quantities since this is more cost effective than shipping smaller
amounts. For instance, consider what it costs to drive a truck a long
distance. In terms of operational expenses for the truck (e.g., fuel,
truck drivers cost) lets assume it costs ` 1,000 to go from point A
to point B. Yet in most cases, with the exception of a little decrease
in fuel efficiency, it does not cost that much more to drive the

86
 Notes
truck whether it is filled with 1000 boxes containing the product
or whether it only has 100 boxes. But when transportation costs
are considered on a per product basis (` 1 per box vs. ` 10 per box)
the cost is much less for a full truck. The ability of intermediaries
to purchase large quantities but to resell them in smaller quantities
(referred to as bulk breaking) not only makes these products
available to those wanting smaller quantities but the reseller is able
to pass along to their customers a significant portion of the cost
savings gained by purchasing in large volume.

Create Sales Resellers are at the front line when it comes to creating
demand for the marketers product. In some cases resellers perform
an active selling role using persuasive techniques to encourage
customers to purchase a marketers product. In other cases they
encourage sales of the product through their own advertising
efforts and using other promotional means such as special product
displays.

Offer Financial Support Resellers often provide programs that

enable customers to more easily purchase products by offering
financial programs that ease payment requirements. These programs
include allowing customers to: purchase on credit; purchase using
a payment plan; delay the start of payments; and allowing trade-in
or exchange options.

Provide Information Companies utilizing resellers for selling

their products depend on distributors to provide information that
can help improve the product. High-level intermediaries may offer
their suppliers real-time access to sales data including information
showing how products are selling by such characteristics as
geographic location, type of customer, and product location (e.g.,
where located within a store, where found on a website). If high-
level information is not available, marketers can often count on
resellers to provide feedback as to how customers are responding
to products. This feedback can occur either through surveys or
interviews with resellers employees or by requesting the reseller
allow the marketer to survey customers.

87
Notes
Evaluating Potential Channel Members

Once a pool of potential channel members has been identified, it

is necessary to determine whether they would be suitable. The first step
in the evaluation process is to identify appropriate evaluation criteria.
These criteria will reflect the distribution objectives and tasks set by
the manufacturer earlier in the channel design process. Some typical
evaluation criteria include:

Credit worthiness and financial condition

Sales strength - quality, skill and number of sales people

Product lines - competitive products, compatible products,
complementary products, quality of lines carried
Reputation and image
Markets served - geographic coverage, target markets, market
contacts
Sales performance - volume, profitability, call conversion rate
Management succession - longevity and continuity of the firm
Management ability - managing the business and the sales force
Attitude - enthusiasm, motivation, initiative
Size - larger intermediaries are normally preferredCosts of Utilizing
Channel Members

Loss of Revenue Resellers are not likely to offer services to a

marketer unless they see financial gain in doing so. They obtain payment
for their services as either direct payment (e.g., marketer pays for shipping
costs) or, in the case of resellers, by charging their customers more than
what they paid the marketer for acquiring the product (termed markup).

For the latter, marketers have a good idea of what the final customer
will pay for their product which means the marketer must charge less
when selling the product to resellers. In these situations marketers are not
reaping the full sale price by using resellers, which they may be able to do
if they sold directly to the customer.

Loss of Communication Control Marketers not only give up

revenue when using resellers, they may also give up control of
the message being conveyed to customers. If the reseller engages

88
 Notes
in communication activities, such as personal selling in order to
get customers to purchase the product, the marketer is no longer
controlling what is being said about the product. This can lead
to miscommunication problems with customers, especially if
the reseller embellishes the benefits the product provides to the
customer. While marketers can influence what is being said by
training resellers salespeople, they lack ultimate control of the
message.

Loss of Product Importance Once a product is out of the

marketers hands the -importance of that product is left up to
channel members. If there are pressing issues in the channel, such
as transportation problems, or if a competitor is using promotional
incentives in an effort to push their product through resellers, the
marketers product may not get the attention the marketer feels it
should receive.

Evaluating Channel Member Performance

1. Degree of manufacturer control

2. Relative importance of channel member
3. Nature of the product
4. Number of channel members involved

Criteria for Evaluation

Sales performance
Inventory maintenance
Selling capabilities
How competitive product lines and competitors are handled
Attitudes
General growth prospects
Other

Channel Arrangements

The distribution channel consists of many parties each seeking

to meet their own business objectives. Clearly for the channel to work

89
Notes
well, relationships between channel members must be strong with each
member understanding and trusting others on whom they depend for
product distribution to flow smoothly.

For instance, a small sporting goods retailer that purchases

products from a wholesaler trusts the wholesaler to deliver required items
on-time in order to meet customer demand, while the wholesaler counts
on the retailer to place regular orders and to make on-time payments.

Relationships in a channel are in large part a function of the

arrangement that occurs between the members. These arrangements can
be divided in two main categories:

1. Independent Channel Arrangements

2. Dependent Channel Arrangement

Channel Arrangements: Independent

Under this arrangement a channel member negotiates deals with

others that do not result in binding relationships. In other words, a channel
member is free to make whatever arrangements they feel is in their best
interest. This so-called conventional distribution arrangement often
leads to significant conflict as individual members decide what is best for
them and not necessarily for the entire channel.

On the other hand, an independent channel arrangement is less

restrictive than dependent arrangements and makes it easier for a channel
members to move away from relationships they feel are not working to
their benefit.

Channel Arrangements: Dependent

Under this arrangement a channel member feels tied to one or more

members of the distribution channel. Sometimes referred to as vertical
marketing systems this approach makes it more difficult for an individual
member to make changes to how products are distributed. However, the
dependent approach provides much more stability and consistency since
members are united in their goals. The dependent channel arrangement
can be broken down into three types:

90
 Notes
Corporate Under this arrangement a supplier operates its own

distribution system in a manner that produces an integrated
channel. This occurs most frequently in the retail industry where
a supplier operates a chain of retail stores. Starbucks is a company
that does this. They import and process coffee and then sell it under
their own brand name in their own stores. It should be mentioned
that Starbucks also distributes their products in other ways, such as
through grocery stores and mail order. As we will see in more detail
later, Starbucks is using a multi-channel structure to market their
products.

Contractual Under this arrangement a legal document obligates

members to agree on how a product is distributed. Often times the
agreement specifically spells out which activities each member is
permitted to perform or not perform. This type of arrangement can
occur in several formats including:

Wholesaler-sponsored where a wholesaler brings together and

manages many independent retailers including having the retailers
use the same name

Retailer-sponsored this format also brings together retailers but

the retailers are responsible for managing the relationship

Franchised where a central organization controls nearly all

activities of other members

Administrative In certain channel arrangements a single

member may dominate the decisions that occur within the channel.
These situations occur when one channel member has achieved a
significant power position. This most likely occurs if a manufacturer
has significant power due to brands in strong demand by target
markets (e.g., Procter &Gamble) or if a retailer has significant
power due to size and market coverage (e.g., Wal-Mart). In most
cases the arrangement is understood to occur and is not bound
by legal or financial arrangements. (More discussion on channel
power can be found below.)

Issues in Establishing Distribution Channels

Like most marketing decisions, a great deal of research and thought

must go into determining how to carry out distribution activities in a way

91
Notes
that meets a marketers objectives. The marketer must consider many
factors when establishing a distribution system. Some factors are directly
related to marketing decisions while others are affected by relationships
that exist with members of the channel.

Next we examine the key factors to consider when designing a

distribution strategy. We group these into two main categories:

1. Marketing Decision Issues

2. Channel Relationship Issues

In turn, each of these categories contains several topics of concern

to marketers.

Level of Distribution Coverage

As we will see the marketer must take into consideration many

factors when choosing the right level of distribution coverage. However,
all marketers should understand that distribution creates costs to the
organization. Some of these expenses can be passed along to customers
(e.g., shipping costs) but others cannot (e.g., need for additional salespeople
to handle more distributors). Thus, the process for determining the right
level of distribution coverage often comes down to an analysis of the
benefits (e.g., more sales) versus the cost associated with gain the benefits.

Additionally, it is worth noting that for the most part distribution

coverage decisions are of most concern to consumer products companies,
though there are many industrial products that also must decide how
much coverage to give their products.

There are three main levels of distribution coverage - mass

coverage, selective and exclusive.

Mass Coverage - The mass coverage (also known as intensive

distribution) strategy attempts to distribute products widely in
nearly all locations in which that type of product is sold. This level
of distribution is only feasible for relatively low priced products that
appeal to very large target markets (e.g., see consumer convenience
products). A product such as Coca-Cola is a classic example since

92
 Notes
it is available in a wide variety of locations including grocery stores,
convenience stores, vending machines, hotels and many, many
more. With such a large number of locations selling the product
the cost of distribution is extremely high and must be offset with
very high sales volume.

Selective Coverage - Under selective coverage the marketer

deliberately seeks to limit the locations in which this type of product
is sold. To the non-marketer it may seem strange for a marketer
to not want to distribute their product in every possible location.
However, the logic of this strategy is tied to the size and nature
of the products target market. Products with selective coverage
appeal to smaller, more focused target markets (e.g., see consumer
shopping products) compared to the size of target markets for
mass marketed products. Consequently, because the market size is
smaller, the number of locations needed to support the distribution
of the product is fewer.

Exclusive Coverage - Some high-end products target very narrow

markets that have a relatively small number of customers. These
customers are often characterized as discriminating in their taste
for products and seek to satisfy some of their needs with high-
quality, though expensive products. Additionally, many buyers of
high-end products require a high level of customer service from the
channel member from whom they purchase. These characteristics
of the target market may lead the marketer to sell their products
through a very select or exclusive group of resellers. Another type
of exclusive distribution may not involve high-end products but
rather products only available in selected locations such as compa-
ny-owned stores. While these products may or may not be higher
priced compared to competitive products, the fact these are only
available in company outlets give exclusivity to the distribution.

We conclude this section by noting that while the three distribution

coverage options just discussed serve as a useful guide for envisioning
how distribution intensity works, the advent of the Internet has brought
into question the effectiveness of these schemes.

For all intents and purposes all products available for purchase
over the Internet are distributed in the same way - mass coverage. So a

93
Notes
better way to look at the three levels is to consider these as options for
distribution coverage of products that are physically purchased by a
customer (i.e., walk-in to purchase).

Relationship Issues in Channels

Since channel members must be convinced to handle a marketers

product it makes sense to consider channel partners needs in the same
way the marketer considers the final users needs. However, the needs of
channel members are much different than those of the final customer. As
we noted in the

Delivery Resellers want the product delivered on-time and in

good condition in order to meet customer demand and avoid inventory
out-of-stocks.

Profit Margin Resellers are in business to make money so a key

factor in their decision to handle a product is how much money
they will make on each product sold. They expect that the difference
(i.e., margin) between their cost for acquiring the product from
a supplier and the price they charge to sell the product to their
customers will be sufficient to meet their profit objectives.

Other Incentives Besides profit margin, resellers may want other

incentives to entice them especially if they are required to give extra
effort selling the product. These incentives may be in the form of
additional free products or even bonuses (e.g., bonus, free trips) for
achieving sales goals.

Packaging Resellers want to handle products as easily as possible

and want their suppliers to ship and sell products in packages that
fit within their system. For example, products may need to be a
certain size or design in order to fit on a stores shelf, or the shipping
package must fit within the resellers warehouse or receiving dock
space. Also, many resellers are now requiring marketers to consider
adding identification tags to products (e.g., RFID tags) to allow for
easier inventory tracking when the product is received and also
when it is sold.

94
 Notes
Training Some products require the reseller to have strong

knowledge of the product including demonstrating the product to
customers. Marketers must consider offering training to resellers
to insure the reseller has the knowledge to present the product
accurately.

Promotional Help Resellers often seek additional help from the

product supplier to promote the product to customers. Such help
may come in the form of funding for advertisements, point-of-
purchase product materials, or in-store demonstrations.

We will continue our discussion of distribution decision in the next

tutorial as we discuss in greater detail the reseller network retailers and
wholesalers - and the processes involved in physically handling product
flow through the channel.

A good distribution strategy takes into account not only marketing

decisions, but also considers how relationships within the channel of
distribution can impact the marketers product. In this section we examine
three such issues:

Channel Power

A channel can be made up of many parties each adding value to the

product purchased by customers. However, some parties within the chan-
nel may carry greater weight than others. In marketing terms this is called
channel power, which refers to the influence one party within a channel
has over other channel members.

When power is exerted by a channel member they are often in the

position to make demands of others. For instance, they may demand bet-
ter financial terms (e.g., will only buy if prices are lowered, will only sell if
price is higher) or demand other members perform certain tasks (e.g., do
more marketing to customers, perform more product services). Channel
power can be seen in several ways:

Backend or Product Power Occurs when a product manufacturer

or service provider markets a brand that has a high level of customer
demand. The marketer of the brand is often in a power position

95
Notes
since other channel members have little choice but to carry the
brand or risk losing customers.
Middle or Wholesale Power Occurs when an intermediary, such

as a wholesaler, services a large number of smaller retailers with
products obtained from a large number of manufacturers. In this
situation the wholesaler can exert power since the small retailers
are often not in the position to purchase products cost-effectively
and in as much variety as what is offered by the wholesaler.

Front or Retailer Power As the name suggests, the power in this

situation rests with the retailer who can command major concessions
from their suppliers. This type of power is most prevalent when the
retailer commands a significant percentage of sales in the market
they serve and others in the channel are dependent on the sales
generated by the retailer.

Channel Conflict

In an effort to increase product sales, marketers are often attracted

by the notion that sales can grow if the marketer expands distribution
by adding additional resellers. Such decisions must be handled carefully,
however, so that existing dealers do not feel threatened by the new
distributors who they may feel are encroaching on their customers and
siphoning potential business.

For marketers, channel strategy designed to expand product

distribution may in fact do the opposite if existing members feel there is a
conflict in the decisions made by the marketer. If existing members sense
a conflict and feel the marketer is not sensitive to their needs they may
choose to stop handling the marketers products.

Need for Long-Term Commitments

Channel decisions have long-term consequences for marketers

since efforts to establish new relationships can take an extensive period
of time while ending existing relationships can prove difficult. For
instance, Company A, a marketer of kitchen cabinets that wants to
change distribution strategy, may decide to stop selling their product line
through industrial supply companies that distribute cabinets to building

96
 Notes
contractors and instead sell through large retail home centers. If in the
future Company A decides to once again enter the industrial supply market
they may run into resistance since supply companies may have replaced
Company As product line with other products and, given what happened
to the previous relationship, may be reluctant to deal with Company A.

As another example of problems with long-term commitments,

building contractors may be comfortable purchasing kitchen cabinets
from industrial suppliers. If Company A decides to change their reseller
network they may find it difficult to regain the building contractor customer
base, who may continue to purchase from the industrial suppliers but are
now purchasing products from Company As competitors. In this case,
Company A may have to give serious thought to whether breaking their
long-term relationship with industrial suppliers is in the companys best
interest.

Vertical Marketing Systems

97
Notes
A vertical marketing system (VMS) is a distribution channel
structure in which producers, wholesalers, and retailers act as a unified
system. One channel member owns the others, has contracts with them,
or has so much power that they all cooperate.

A conventional distribution channel consists of one or more

independent producers, wholesalers, and retailers. A vertical marketing
system, on the other hand, provides a way to resolve the channel conflict
that can occur in a conventional distribution channel where channel
members are separate businesses seeking to maximize their own profits
even at the expense sometimes of the system as a whole.

A conventional marketing channel versus a vertical marketing system

The VMS can be dominated by the producer, wholesaler, or retailer.

There are three major types of vertical marketing systems: corporate,
contractual, and administered.

Types of VMS

1. Corporate VMS Combines successive stages of production &

distribution under single ownership. (Sears).
2. Administered VMS Coordinates successive stages of production &
distribution through the size & power of one of members (Kodak,
Gillete, P&G)
3. Contractual VMS
a. Wholesaler-sponsored voluntary chains
b. Retailer cooperatives
c. Franchise organizations

A corporate VMS is a vertical marketing system that combines

successive stages of production and distribution under single ownership
channel leadership is established through common ownership. A little-
known Italian eyewear maker, Luxottica, sells its many famous eyewear
brandsincluding Giorgio, Armani, Yves Saint Laurent, and Ray-Ban
through the worlds largest optical chain, LensCrafters, which it also owns.

98
 Notes
A contractual VMS is a vertical marketing system in which
independent firms at different levels of production and distribution join
together through contracts to obtain more economies or sales impact
than they could achieve alone. Coordination and conflict management
are attained through contractual agreements among channel members.

The franchise organization is the most common type of contractual

relationship. There are three types of franchises: manufacturer-sponsored
retailer franchise system (Ford Motor Co.), manufacturer-sponsored
wholesaler franchise system (Coca-Cola bottlers), and service-firm-
sponsored retailer franchise system (McDonalds).

The fact that most consumers cannot tell the difference between
contractual and corporate VMSs shows how successfully the contractual
organizations compete with corporate chains.

An administered VMS is a vertical marketing system that

coordinates successive stages of production and distribution, not through
common ownership or contractual ties, but through the size and power of
one of the parties. Manufacturers of a top brand can obtain strong trade
cooperation and support from resellers (P&G). Large retailers such as
Wal-Mart can exert strong influence on the manufacturers that supply
the products they sell.

1. Producer, wholesaler(s) & retailer(s) act as a unified system.

2. They all cooperate.
3. Can be dominated by any of the three members of the system.
4. It arose as a result of strong channel members attempts to control
channel behaviour & eliminate the conflict that results when
independent channel members pursue their own objectives.
5. Has become the dominant mode of distribution
6. Independent firms at different levels of production & distribution
integrating their programs on a contractual basis to obtain more
economies &/or sales impact than they could achieve alone.

99
Notes
Horizontal Marketing Systems

Two or more unrelated companies put together resources or

programs to exploit an emerging marketing opportunity.

Multichannel Marketing Systems

A single firm uses two or more marketing channels to reach one or

more customer segments. By adding more channels, companies can gain
3 important benefits: increased mkt coverage, lower channel cost, more
customized selling.

Benefits of Intermediaries

If selling directly from the manufacturer to the consumer was

always the most efficient methodology for doing business, the need for
channels of distribution would be obviated. Intermediaries, however,
provide several benefits to both manufacturers and consumers: improved
efficiency, a better assortment of products, reutilization of transactions,
and easier searching for goods as well as customers.

The improved efficiency that results from adding intermediaries

in the channels of distribution can easily be grasped with the help of a
few examples. Take five manufacturers and 20 retailers, for instance.
If each manufacturer sells directly to each retailer, there are 100 contact
linesone line from each manufacturer to each retailer. The complexity
of this distribution arrangement can be reduced by adding wholesalers
as intermediaries between manufacturers and retailers.

If a single wholesaler serves as the intermediary, the number of contacts

is reduced from 100 to 25: five contact lines between the manufacturers and
the wholesaler, and 20 contact lines between the wholesaler and the retailers.
Reducing the number of necessary contacts brings more efficiency into
the distribution system by eliminating duplicate efforts in ordering,
processing, shipping, etc.

In terms of efficiency there is an effect of diminishing returns as

more intermediaries are added to the channels of distribution. If, in the
example above, there were three wholesalers instead of only one, the num-

100
 Notes
ber of essential contacts increases to 75: 15 contacts between five manu-
facturers and three wholesalers, plus 60 contacts between three whole-
salers and 20 retailers. Of course this example assumes that each retailer
would order from each wholesaler and that each manufacturer would
supply each wholesaler. In fact geographic and other constraints typically
eliminate some lines of contact, making the channels of distribution more
efficient.

Intermediaries provide a second benefit by bridging the gap

between the assortment of goods and services generated by producers
and those in demand from consumers. Manufacturers typically produce
large quantities of a few similar products, while consumers want small
quantities of many different products.

In order to smooth the flow of goods and services, intermediaries

perform such functions as sorting, accumulation, allocation, and creating
assortments. In sorting, intermediaries take a supply of different items and
sort them into similar groupings, as exemplified by graded agricultural
products.

Accumulation means that intermediaries bring together items from

a number of different sources to create a larger supply for their customers.
Intermediaries allocate products by breaking down a homogeneous
supply into smaller units for resale. Finally, they build up an assortment
of products to give their customers a wider selection.

A third benefit provided by intermediaries is that they help

reduce the cost of distribution by making transactions routine. Exchange
relationships can be standardized in terms of lot size, frequency of delivery
and payment, and communications. Seller and buyer no longer have to
bargain over every transaction. As transactions become more routine, the
costs associated with those transactions are reduced.

The use of intermediaries also aids the search processes of both

buyers and sellers. Producers are searching to determine their customers
needs, while customers are searching for certain products and services.
A degree of uncertainty in both search processes can be reduced by
using channels of distribution. For example, consumers are more likely
to find what they are looking for when they shop at wholesale or retail

101
Notes
institutions organized by separate lines of trade, such as grocery, hard-
ware, and clothing stores. In addition, producers can make some of their
commonly used products more widely available by placing them in many
different retail outlets, so that consumers are more likely to find them at
the right time.

****

102
 Notes

Lesson 2.3 - Channel Flows

Learning Objectives

After reading this lesson you will be able to

Understand how to select channel members

Understand how to secure channel members and evaluation of
channel members
Define and understand the Retail co-operatives and Franchise
system
Understand the concept of vertical management system

What Flows Through the Channels

Members of channels of distribution typically buy, sell, and transfer

title to goods. There are, however, many other flows between channel
members in addition to physical possession and ownership of goods.
These include promotion flows, negotiation flows, financing, assuming
risk, ordering, and payment. In some cases the flow is in one direction,
from the manufacturer to the consumer.

Physical possession, ownership, and promotion flow in one

direction through the channels of distribution from the manufacturer
to the consumer. In other cases there is a two-way flow. Negotiation,
financing, and the assumption of risk flow in both directions between the
manufacturer and the consumer. Ordering and payment are channel flows
that go in one direction from the consumer to the manufacturer.

There are also a number of support functions that help channel

members perform their distribution tasks. Transportation, storage,
insurance, financing, and advertising are tasks that can be performed
by facilitating agencies that may or may not be considered part of the
marketing channel. From a channel management point of view, it may be

103
Notes
more effective to consider only those institutions and agencies that are
involved in the transfer of title as channel members. The other agencies
involved in supporting tasks can then be described as an ancillary or support
structure. The rationale for separating these two types of organizations is
that they each require different types of management decisions and have
different levels of involvement in channel membership.

Effective management of the channels of distribution involves

forging better relationships among channel members. With respect to
the task of distribution, all of the channel members are interdependent.
Relationships between channel members can be influenced by how the
channels are structured. Improved performance of the overall distribution
system is achieved through managing such variables as channel structure
and channel flows.

Procedure for Selecting Channels for Small Business

Given the importance of distribution channelsalong with the

limited resources generally available to small businessesit is particularly
important for entrepreneurs to make a careful assessment of their channel
alternatives. In evaluating possible channels, it may be helpful first to
analyze the distribution channels used by competitors.

This analysis may reveal that using the same channels would
provide the best option, or it may show that choosing an alternative channel
structure would give the small business a competitive advantage. Other
factors to consider include the companys pricing strategy and internal
resources. As a general rule, as the number of intermediaries included in a
channel increase, producers lose a greater percentage of their control over
the product and pay more to compensate each participating channel level.
At the same time, however, more intermediaries can also provide greater
market coverage.

Among the many channels a small business owner can choose

from are: direct sales (which provides the advantage of direct contact with
the consumer); original equipment manufacturer (OEM) sales (in which
a small businesss product is sold to another company that incorporates
it into a finished product); manufacturers representatives (salespeople
operating out of agencies that handle an assortment of complimentary

104
 Notes
products); wholesalers (which generally buy goods in large quantities,
warehouse them, then break them down into smaller shipments for
their customersusually retailers); brokers (who act as intermediaries
between producers and wholesalers or retailers); retailers (which include
independent stores as well as regional and national chains); and direct
mail. Ideally, the distribution channels selected by a small business owner
should be close to the desired market, able to provide necessary services
to buyers, able to handle local advertising and promotion, experienced
in selling compatible product lines, solid financially, cooperative, and
reputable.

Since many small businesses lack the resources to hire, train, and
supervise their own sales forces, sales agents and brokers are a common
distribution channel. Many small businesses consign their output to an
agent, who might sell it to various wholesalers, one large distributor, or a
number of retail outlets.

In this way, an agent might provide the small business with access
to channels it would not otherwise have had. Moreover, since most agents
work on a commission basis, the cost of sales drops when the level of sales
drops, which provides small businesses with some measure of protection
against economic downturns. When selecting an agent, an entrepreneur
should look for one who has experience with desired channels as well as
with closely relatedbut not competitiveproducts.

Other channel alternatives can also offer benefits to small

businesses. For example, by warehousing goods, wholesalers can reduce
the amount of storage space needed by small manufacturers. They can
also provide national distribution that might otherwise be out of reach for
an entrepreneur. Selling directly to retailers can be a challenge for small
business owners.

Independent retailers tend to be the easiest market for entrepreneurs

to penetrate. The merchandise buyers for independent retailers are most
likely to get their supplies from local distributors, can order new items on
the spot, and can make adjustments to inventory themselves.

Likewise, buyers for small groups of retail stores also tend to hold
decision-making power, and they are able to try out new items by writing

105
Notes
small orders. However, these buyers are more likely to seek discounts,
advertising allowances, and return guarantees.

Medium-sized retail chains often do their buying through a

central office. In order to convince the chain to carry a new product,
an entrepreneur must usually make a formal sales presentation with
brochures and samples. Once an item makes it onto the shelf, it is required
to produce a certain amount of revenue to justify the space it occupies, or
else it will be dropped in favor of a more profitable item.

National retail chains, too, handle their merchandise buying out

of centralized offices and are unlikely to see entrepreneurs making cold
sales calls. Instead, they usually request a complete marketing program,
with anticipated returns, before they will consider carrying a new product.
Once an item becomes successful, however, these larger chains often
establish direct computer links with producers for replenishment.

Securing Channel Members

Unless the manufacturer has a product and a reputation that sells

itself, then they may need to use some type of inducement or incentive
to attract desired channel members. The main aim is to communicate to
the prospective channel member that the manufacturer will provide them
with good support and that the partnership will be mutually beneficial.
Specific inducements that will attract channel members include:

A quality, profitable product line

Promotional support - advertising, cooperative advertising,
promotional allowances, promotional materials
Management support and assistance - training, financial analysis,
market analysis, business planning etc.
Fair dealing policies and good relationship - cooperation, fairness,
trust and goodwill.

Developing a marketing channel comprised of quality intermediaries

and characterized by good relationships is critical to distribution success.

106
 Notes
Evaluating Channel Performance

The producer must continuously evaluate each channel members

performance against standards such as sales quotas, average inventory
levels, customer delivery time, and treatment of damaged and lost goods.
Cooperation in company promotion and training programs, and service
to the customer, Intermediaries having excellent performance should
be recognized and rewarded by the company. Intermediaries having
unsatisfactory performance should be helped, if not possible, replaced.

While channel efficiency emphasizes controlling costs incurred by

intermediaries while performing channel functions, channel productivity
is concerned with maximizing outputs for a given level of inputs. Channel
effectiveness deals with the intermediarys proficiency in satisfying cus-
tomer needs and channel equity measures the distribution of accessibility
of the channel among customers.

While performance at a macro- level is evaluated through societal

contributions of intermediaries, a micro- level evaluation involves assessing
the performance of individual intermediaries in terms of achieving the
manufacturers objectives of goal attainment, integration, adaptation and
pattern maintenance. The performance of intermediaries is measured on
three scales, namely facet, global and composite scales.

In addition to an intermediarys performance in meeting supplier

aims, his or her channel profitability that is concerned with his or her
financial performance is also evaluated. Thus, the success of a channel and
its efficiency are determined by the efficiency of channel intermediaries
in delivering goods and services to customers and the quality of services
offered in the process. An effective distribution channel can provide
channel services demanded by customers and extend its capacity within
the constraints of the market environment.

A company may, from time to time, set new qualification for its
intermediaries and trim the weaker ones. For example, when IBM first
introduced its PS/2 personal computers, it re-evaluated its dealers and
allowed only the best ones to carry the new models.

107
Notes
Each IBM dealer had to submit a business plan, send a sales and
service employee to IBM training classes and meet new sales quotas. Only
about two-thirds of IBMs 2.200 dealers qualified to carry the PS/2 models,

Finally, manufacturers need to be attentive to their channel

members. Treating channel members lightly may result in loss of their
cooperation or may even invite legal problems.

Beat plan: This plan is generated for the various product categories
i.e. diary dry,diary wet, Dhara and ice cream. A weekly schedule is prepared
for various marketsand the retailers the turnover for each of the product is
calculated for the wholesaledealers.
Cumulative performance: The performance of the dealers is
averaged out over aperiod of three years where a comparison is made of
the present performance vis--vis the previous ones.

Target versus achievement: The performance and the targets are

compared andtherefore the gaps are identified which help in evaluating
the WD and planning for the next year as well. This is done for each of the
product category.

Other Criterion

a) Details of the bank guaranty

b) Photographs of the offices
c) Details of the WD salesmen and the product lines he deals in
d) The computerisation facility available
e) The storage space
f) Refrigeration facility with photograph
g) Details of the delivery vehicle with photograph
h) Summary of the monthly potential sales of markets
i) Summary of the product wise monthly sales potential of institutions

Retail Cooperatives

Retailers who cut costs by purchasing collectively an organization

for the collective purchase and sale of goods by a group who share profits
or benefits. Retail cooperatives were the first offshoot of the cooperative

108
 Notes
movement and profits were originally shared among members through
dividend payments proportionate to a members purchases.

The Co-operative Retailing System (CRS) began in 1928 when

locally owned retail co-operatives worked together to form provincial
wholesales in order to expand their buying power. These co-operative
wholesales in the four western provinces, along with Consumers Co-
operative Refineries Limited (CCRL), in Regina, joined together to form
Federated Co-operatives Limited (FCL).

Today, approximately 240 retail co-operatives own FCL, which

provides central wholesaling, manufacturing and administrative services
to its member-owners. Combined sales of more than $6.9 billion in
2010 make retail co-ops among the largest providers of retail goods and
agricultural inputs in Western Canada.

Retail Co-Operatives Serve Canadian Communities

Retail co-operatives serve more than 500 communities and more

than 1.5 million active co-op members across Western Canada. They
employ more than 16,000 people and provide their members with a variety
of goods and services, including:

Petroleum
Food
General merchandise
Soft goods
Building materials
Crop supplies
Feed

Co-Ops are Committed to their Communities

In addition to returning cash to their members, retail co-ops are

continually demonstrating their commitment to, and confidence in, their
communities by improving their facilities.

109
Notes
These facilities include:

Food stores
Agro centres
Home centres
Bulk petroleum/cardlock facilities
Gas bar/convenience store/car wash complexes

Last year, retail co-ops spent approximately $150 million on new

facilities and upgrading or expanding existing facilities. Over the last ten
years, retail co-ops have spent in excess of $1 billion on similar projects.

Retail Cooperatives

Retail cooperatives sell consumer goods to members and non-

members. Members enjoy discounts, patronage refunds, or both. Patronage
refunds are a percentage of the total amount of money a member has spent
on purchases over a specific period of time.

Retail cooperatives also offer control. Because the members elect

representatives to the board of directors and can participate in general
membership meetings, consumers control the operation and policies of
the cooperative.

Franchise Systems

What is a franchise? A franchise is a right granted to an individual

or group to market a companys goods or services within a certain territory
or location. Some examples of todays popular franchises are McDonalds,
Subway, Dominos Pizza, and the UPS Store.

There are many different types of franchises. Many people

associate only fast food businesses with franchising. In fact, there are
over 120 different types of franchise businesses available today, including
automotive, cleaning & maintenance, health & fitness, financial services,
and pet-related franchises, just to name a few.

110
 Notes
How Franchising Works

If you are thinking about buying into a franchise system, it is

important that you understand exactly how franchising works, what fees
are involved, and what is expected of you from the franchise company.

An individual who purchases and runs a franchise is called a

franchisee. The franchisee purchases a franchise from the franchisor.
The franchisee must follow certain rules and guidelines already established
by the franchisor, and in most cases the franchisee must pay an ongoing
franchise royalty fee, as well as an up-front, one-time franchise fee to the
franchisor.

Franchising has become one of the most popular ways of doing

business in todays marketplace. In most states you cannot drive three
blocks without seeing a nationally recognized franchise company.

Advantages of Buying a Franchise

There are many advantages to buying a franchise. Some of these

advantages are:

Corporate image - The corporate image and brand awareness of

the company is already established. Consumers are always more
comfortable purchasing items from a familiar name or company
they trust.
Training - The franchisor usually provides extensive training and

support to the franchise owner.
Savings in time - Since the franchise company already has the

business model in place you can focus on running a successful
business.

There is a reason why franchising has been around for decades. It

is a great way for individuals to own and operate their own business. If you
are thinking about buying a franchise, do your homework, research the
company, and you should consult with a franchise consultant or franchise
attorney before making a final commitment.

111
Notes
Corporate Vertical Marketing System

Corporate Vertical Marketing System - a system of distribution

channel organization in which the orderly flow of products from producer
to end-user is controlled by common ownership of the different levels of
the system.

Corporate

A corporate vertical marketing system involves the ownership of all

levels of the production or distribution chain by a single company.
An example of a corporate vertical marketing system would be a
company such as Apple, which has its own retail stores as well as
designing and creating the products to be sold in those retail stores.

Cooperative marketing can mean many things to many people

depending upon your background. I like to ask people if they are using
the word cooperative as a noun or an adjective. In the context of this
fact sheet, we will be exploring cooperative as both a noun referring to
a legal business structure and as an adjective to describe the agreement of
people to cooperate with each other related to marketing efforts.

Benefits of Cooperative Marketing

Economies of Scale

There are economies of scale that can be obtained from the collective
effort of joining forces and marketing as a group. It would be cheaper for
beef producers to come together and assemble a semi-load of feeder calves
for shipping to Kansas than it would be for each individual to get their
calves to Kansas. When you are buying supplies, a consolidated order that
contains pallets or bulk orders is cheaper than individually buying a small
amount of supplies.

Bargaining Power

A group effort can combine available supply of product or

consolidate services offered that allow bargaining power for the group. If
you have 2 bushels of tomatoes, you have little power to negotiate a price
with a retailer, but if as a group you have 140 bushels of tomatoes, you can
bargain for a better price because of the quantity that can be supplied by

112
 Notes
the group. This bargain force can be used to gain additional economies of
scale with bulk purchasing arrangements.

Flow of Product

Retail markets require some consistency in flow of product to

their establishments. As an individual with 12 doe goats, you can in no
way guarantee more than 2 kid goats per month for the year. Retailers are
looking for a business that can provide them a set amount of product on a
daily, weekly, or monthly basis. If you get together with 20 other producers
and as a group you have 240 doe goats, you could guarantee up to 40 kid
goats per month to the retailer. You will now have their attention and be
able to negotiate a price that the group needs for the kid goats.

Preserving Markets

Many markets are looking to reduce the costs of obtaining products

or services. These markets are looking at buying their products or services
but dealing with less people and having the same amount of product to sell
through their establishments. If you are trying to market your 10 finished
hogs to a processor and the cooperative down the road has members with
120 hogs ready for slaughter, the buyer will stop at the cooperative to make
his purchase.

He can obtain 120 hogs in one contact versus the contact with 12
producers your size to end up with the same end result. A cooperative
marketing arrangement will preserve many of the markets you use for
the future as businesses move to cutting costs associated with procuring
products and services.

Access to Professional Assistance/Expertise (Hire Support)

Many producers can benefit from professional services in marketing

and sales of their products. If you are an apple producer, you are probably
in the business because you are good at producing apples, but you have to
sell them to make any profit. If marketing and sales are not your cup of
tea, you are a member of the majority of todays agricultural producers.

113
Notes
If you join a cooperative marketing group that hired a marketing
manager and all you had to do was raise a top quality apple for the person
to market, your life would be much easier. You individually could not
afford to hire that marketing manager, but as a group of 15 orchard owners
you can consolidate your product and finances to increase the price you
will receive for your product.

Maintaining more of the Retail Dollar

This benefit has been addressed in several of the previous

discussions, but increasing the financial income for your operation is
a huge driver in the reason to participate in a cooperative marketing
effort. This can be achieved through reducing costs of supplies by bulk
purchasing or increasing the income by tapping new markets, keeping
existing markets or negotiating a higher price in new and existing markets.

Challenges of Cooperative Marketing

Agreeing on One Common Mission

The first step in moving towards a cooperative marketing

arrangement is to make sure all individuals are on the same page. This is
achieved by making sure that all members are onboard to operate for the
same purpose. Most of the time, this is not present among the members,
even though most groups or steering committee members think that they
all want the same end result. Again, a facilitator can help the group move
through this process, because a common vision is essential for moving any
further on the marketing venture.

Trust and Sharing of Information

Many agricultural producers have operated individually for years

and are skeptical about the idea of a cooperative marketing venture. There
is a time and process for building a sense of trust among the members and
generating an open sharing of information in relation to the cooperative
marketing venture.

This trust must occur among members to keep members loyal

and make the effort function successfully in the future. You are going
into business with all members of the effort and if you have trust issues,

114
 Notes
why would you ever agree to run a business with these people? This is a
major roadblock for many groups but some facilitated discussions can be
held with professionals who are experienced in dealing with the human
components of cooperative marketing organizations.

Group Dynamics (Democratic Group Decision Making and Costs)

The group dynamic aspect of an organization depends somewhat

on the size of the organization. A large cooperative marketing effort
would have a board of directors that govern the long-range planning and
decision making for the cooperative, but in a case where the group only
consists of 20 or 25 members all members might participate in making
decisions.

Most understand that a democratic process for making decisions

ensures that the members are involved and their opinions are addressed,
but the fact is that this process can take more time to reach the end goal
of a decision. Some organizations operate on a basis that consensus has to
be reached by all for the decisions to go forward. This is different than a
democratic majority vote system and can take much more time for plans
to move forward.

Lack of Commitment From Members

Members can become disloyal members in the blink of an eye. This

behavior exhibits why it is important that members buy into the vision
for the group, have a developed trust for all members, and understand the
need for sharing information and managing the group dynamics in the
cooperative marketing organization.

This issue is sometimes addressed by signing a marketing agreement

or contract with the organization that outlines the repercussions that will
occur should you, as a member, breach your contract/agreement with the
organization. If you are not agreeable to signing the agreement, then I
contend that one of the three above challenges has not been resolved for
you as a member.

Take a step back, readdress the situation, and let members know
what your hesitations are before signing an agreement to market through

115
Notes
the organization. This is necessary for the success of the organization.
Human nature tells us that a member will sell outside the organization if
he or she can make a dollar more. A large majority of producers would
choose to market only with the organization when it can benefit the
member.

****

116
 Notes

Lesson 2.4 - Product Issues in Channel Management

Learning Objectives

After reading this lesson you will be able to

Understand product issues in channel management

Understand the concept of product life cycle and product planning
Indentify pricing issues in channel management
Understand the concept of push and pull strategies

Product Issues in Channel Management

A key question is whether the producer has the resources to

perform the functions of the channel? For example a producer may not
have the resources to recruit, train and equip a sales team. If so, the only
option may be to use agents and/or other distributors.

The nature of the product often dictates the distribution options

available especially if the product requires special handling. For instance,
companies selling delicate or fragile products, such as flowers, look for
shipping arrangements that are different than those sought for companies
selling extremely tough or durable products, such as steel beams.

Producers may also feel that they do not possess the customer-
based skills to distribute their products. Many channel intermediaries
focus heavily on the customer interface as a way of creating competitive
advantage and cementing the relationship with their supplying producers.

Another factor is the extent to which producers want to maintain

control over how, to whom and at what price a product is sold. If a
manufacturer sells via a retailer, they effective lose control over the final
consumer price, since the retailer sets the price and any relevant discounts
or promotional offers.

117
 Product Strategy

Similarly, there is no guarantee for a producer that their product/(s) are actually
been stocked by the retailer. Direct distribution gives a producer much more control over
these issues

New Product Development Design

118
 Notes
Three major areas of product management

New product planning and development

The product life cycle
Strategic product management

New Product Planning in Channel Management

Encouraging channel member input into new product planning

Fostering channel member acceptance of new products
Fitting the new product into channel member assortments
Educating channel members about new products

12 Steps for New Product Development

The following steps briefly summarize the major dimensions of

new product development.

1. Clarify the Organizations Goals and the Strategic Role of New Product
Development for Competitive Advantage

New product development can play a variety of roles in defining

corporate strategy to gain competitive advantage. This variability
makes the process of new product development subject to the emerging
organizational issues of the day. In general, a long-run, focused, and
ongoing strategic commitment to attractive market opportunities should
define the role of new product development. New product development
should be integrated into an organizations strategy and significantly
contribute to its perpetual renewal.

2. Build Flexibility to Cope with and Mediate Environmental Turbulence

Turbulent global business environments are the source of new

product opportunities and problems for an organization. Consequently,
the critical factors defining the organization s market environment for new
products must be scanned on a regular basis. In particular, the effects of
technology that reduce the life cycles of a firms products and services must
be carefully monitored. For example, the effects of changing information

119
Notes
technology will continue to alter the way organizations innovate, design,
manufacture, and market new products, as well as the way consumers and
other stakeholders respond to those products. They may even redefine
markets from traditional channel-dependent institutions to direct,
interactive exchanges between buyers and sellers. Consumers may dial up
a manufacturers electronic catalog, send in specifications, and receive a
customized product (from flexible manufacturing processes) through an
express delivery service in days.

3. Anticipate Market Acceptance of New Products

The crux of new product development is identifying the unmet

needs of potential buyers and other key market stakeholders as the
basis for defining market opportunities and translating them into core
new product concepts. Potential buyers who are affected by turbulent
global environments respond largely to their own needs and problems.
Identifying the needs of potential buyers and segmenting markets
according to those needs is a challenging prospect, but one that enhances
new product acceptance.

It requires a variety of research approaches that should bring the

innovating organization as close to potential buyers as possible. In fact,
for many situations, new product development should be viewed as an
interactive relationship between the innovating organization and potential
buyers (and other key stakeholders) to jointly define and develop the new
product. The best way to anticipate market response for a new product
is to jointly create it with potential buyers, then estimate when and how
many consumers might enter the market to buy.

4. Prepare the Organization for the Change Needed to Develop New

Products on a Regular Basis

The new product development paradox suggests that organizations

respond to the demands of a new product in ways that often create
organizational resistance and slow development time. To overcome this
resistance, strong leadership, good management, cross-functional teams,
and new product champions are crucial. Although the prescription for
success may be clear, implementation can be difficult. How does the
interruption of organizational processes by new products affect individual

120
 Notes
career patterns? What are the incentive systems that will motivate highly
qualified individuals to join high-risk new product development teams?
Where in the organization should the new product development team be
locatedinternally or externally?

5. Operationalize an Ongoing Process of New Product Development

How the organization decides to respond to environmental forces,

organizational resistance, and market stakeholder needs defines its new
product development process. This process has been observed to be
sequential, overlapping, holistic, or chaotic. However, because business
situations vary, each organization should craft a process that enables it to:

(1) Maintain a strategic focus,

(2) Remain flexible to cope with varying degrees of environmental
turbulence,
(3) Interact with the market to anticipate and/or overcome friction in
formulating the new product,
(4) Integrate organizational efforts and resource commitments to
motivate the process through cross-functional new product
development teams, and
(5) Commit to new product development as an ongoing process of
organizational renewal.

The process should encompass different levels of product concept

refinement (ideas, concepts, prototypes, products, and launch programs)
and critical management activities (diagnosis, search, design, evaluation,
decision making, implementation, and monitoring).

6. Build a New Product Decision Support System

Viewing new product development as an ongoing organizational

process re- quires a decision support system to provide timely information.
Key elements are identifying new product decision problems, modeling
those problems, establishing a data base of the important variables
and relations in the model, collecting and analyzing the data through
marketing research methods, and using optimization procedures to find
the best decision. The design and implementation of new product decision

121
Notes
support systems should be linked to an organization wide system to build
a useful historical database, yet provide a capability for off-line analysis
to support rapid retrieval and manipulation of data. Further, the role
of decision-maker judgment in data collection and modeling activities
should be integrated into the new product decision support system, albeit
with care and scrutiny in order to continually learn from its use.

7. Estimate the New Product Market Opportunity

The objective of market opportunity forecasting is to clarify the

nature of a market opportunity and to estimate its market potential and
market penetration. To accomplish this objective, a model of critical
factors that drive the new product opportunity should be formulated,
data should be collected to operationalize the model, and the resulting
forecasts should be updated throughout development. Estimates of year-
to-year growth, possibly obtained from a data base of analogical diffusion
models, are critical for rapidly deciding the value of a new product idea.

Unfortunately, the procedures for quickly screening new product

ideas with such information rely heavily on judgment. Future research on
expert systems and industry-based product analogy data bases may help
to improve the speed and reliability of market opportunity forecasting.

In addition, the use of enhanced scenarios employing advanced

multimedia technology to further define a core concept in the context of
rapidly shifting environments is a promising way to better understand the
possible evolution of and response to new products.

8. Formulate a Sales Forecasting Process that Captures Market Response

to New Product Alternatives

In developing models for any of the forecasting processes, but

especially sales forecasting, several guidelines should be considered:

Develop a system of conceptual models that includes relevant

variables.
Develop a managerial decision model that is simple, intuitive, and
logical; if after very careful study it is not understood, revise it or
dont use it.

122
 Notes
To the extent possible, develop rigorous submodels of selected
variables in the spreadsheet model to improve estimation and link
decisions to market response.
Use a variety of data sources (market studies, expert judgment,
secondary data) and methods (such as perceptual mapping,
positioning, conjoint analysis of preferences and simulations) to
operationalize the models and submodels.
Submit the model to sensitivity tests with different values and check
for robustness (for example, using the what-if tool on computer
spreadsheets).
Check assumptions carefully.
Use multiple, different, and independent approaches and reconcile
estimates when they are divergent.
Formulate alternative scenarios using variation in the values and
assumptions of the modeland consider contingencies.

9. Establish a Financial Forecasting Capability that Provides a New

Product Control Chart

Combining market opportunity and sales forecasts with estimates

of new product costs, investments, risks, and development cycle time
provides a financial control capability that can be summarized in a control
chart. The format of this control chart should be agreed upon by the new
product team at the outset of the project and followed thereafter.

It should include the key measures of performance that guide the

pre-launch development and post-launch tracking of the new product.
Continual updating of all major forecasting processes to reflect changes
in the shape of the new product and in the organization and market
environment is the basis for realizing a capacity for control throughout
new product development.

10. Consider Test Marketing as a First Step to Implementation

Prior to launching a new product, it is strongly recommended that a

market entry strategy and launch marketing program be orchestrated and
tested. This process should involve the use of simulated, controlled, and/

123
Notes
or conventional test marketing to evaluate, decide, and refine the product
and its launch program. Designing and implementing test marketing
approaches should consider the nature of the implementation problems,
the new product, its importance to the organization, and the amount of
uncertainty in the market environment. In some cases, test marketing
can be bypassed in favor of immediate market entry. This approach can
succeed with careful attention to tracking the new product launch and
modifying accordingly.

11. Develop a Market Entry Approach that Capitalizes on the Current

Market Situation and Complements the Strategic Role of the New
Product

Market entry for new products is highly situationalbeing first does

not always pay. The market entry approach should reflect environmental,
organizational, and market factors (potential buyers, competitors, trade,
stakeholders) that define the situation. A market entry approach should
be based on the timing, scale, and resonance of the launch marketing
program. Using market opportunity, sales, and financial forecasts can
provide input to an approach for modeling market entry decisions. In
particular, launch timing is critical when cycle time and/or competitive
factors can make a difference in performance. Recognizing time as a key
variable, and making it the focus of a special decision model, may be the
best way to handle this market entry decision.

12. Launch and Track New Product Programs to Implement Needed

Modifications for Success

Once a new product is launched, the use of various data collection

procedures and forecasting models to track performance, modify, and
otherwise control the new product can lead to product and program
improvements or to a comfortable decision to terminate the product.
One issue related to how much effort an organization is willing to invest
in post-launch tracking is problem diagnosis. Quick fixes and program
changes that are based on impressions of market problems rather than
diagnosis can lead to a products early demise or the extension of mediocre
performance. Finding early launch marketing problems may lead not only
to quick modifications, but also to the next-generation new product.

124
 Experience has shown that although it will not be used often,
diagnosis can be helpful in all pre- and post-launch circumstances, even in
a postmortem sense. The ultimate value of new product development may
be the learning it makes possiblelearning how to adjust the marketing
program to consumer needs; learning how to educate the potential buyer
on the benefits of the new product; learning why the product wont
succeed in the market and why it should be abandoned now; learning that
complete withdrawal is not necessary, but that a next-generation product
can overcome the diagnosed difficulties; and, perhaps most importantly,
learning to have the patience to learn

Product Strategies

Product Life Cycle in Channel Management

A new product progresses through a sequence of stages from

introduction to growth, maturity, and decline. This sequence is known
as the product life cycle and is associated with changes in the marketing
situation, thus impacting the marketing strategy and the marketing mix.

The product revenue and profits can be plotted as a function of the

life-cycle stages as shown in the graph below:

125
Notes
Introduction Stage

In the introduction stage, the firm seeks to build product awareness

and develop a market for the product. The impact on the marketing mix
is as follows:

Product branding and quality level is established, and intellectual

property protection such as patents and trademarks are obtained.
Pricing may be low penetration pricing to build market share

rapidly, or high skim pricing to recover development costs.
Distribution is selective until consumers show acceptance of the

product.
Promotion is aimed at innovators and early adopters. Marketing

communications seeks to build product awareness and to educate
potential consumers about the product.

Growth Stage

In the growth stage, the firm seeks to build brand preference and
increase market share.

Product quality is maintained and additional features and support

services may be added.
Pricing is maintained as the firm enjoys increasing demand with

little competition.

Distribution channels are added as demand increases and
customers accept the product.
Promotion is aimed at a broader audience.

Maturity Stage

At maturity, the strong growth in sales diminishes. Competition

may appear with similar products. The primary objective at this point is
to defend market share while maximizing profit.

Product features may be enhanced to differentiate the product

from that of competitors.

126
 Pricing may be lower because of the new competition.

Distribution becomes more intensive and incentives may be

offered to encourage preference over competing products.
Promotion emphasizes product differentiation.

Decline Stage

As sales decline, the firm has several options:

Maintain the product, possibly rejuvenating it by adding new

features and finding new uses.
Harvest the product - reduce costs and continue to offer it, possibly
to a loyal niche segment.
Discontinue the product, liquidating remaining inventory or selling
it to another firm that is willing to continue the product.

Product life cycle and supply chain design

The level of collaboration in a supply chain is closely associated with

127
Notes
the product clock-speed. The collaboration spectrum on the left-hand side
in Figure indicates, on one end, virtual companies in that they outsource
much of their business activities through the market place. At the other end
of the spectrum, vertical integration companies manage almost everything
in-house from raw material production to the distribution channel and
to the final users. In the middle of the collaborative spectrum is strategic
alliances and joint venture. At this level, companies share benefits, risks,
and responsibilities. A number of supply chain models are introduced in
the following section.

The marketing mix decisions in the decline phase will depend on

the selected strategy. For example, the product may be changed if it is
being rejuvenated, or left unchanged if it is being harvested or liquidated.
The price may be maintained if the product is harvested, or reduced
drastically if liquidated.

Introductory stage: Ensure that a sufficient member of channel

members are available for adequate market coverage.

Growth stage: Reinforce the adequacy of channel member coverage

and monitor the effects of competitive products on channel member
support

Maturity stage: Motivate channel members to mitigate competitive

impacts and investigate possibility for changes in channel structure

Decline stage: Phase out marginal channel members and investigate

impact of product deletion on channel members

Strategic product management and channel management

Product differentiation
Product positioning
Product line extension/contraction
Trading up/ trading down
Product brand strategy
Product service strategy

128
 Notes
Product Differentiation
Significance

Offered under different brands by competing firms, products

fulfilling the same need typically do not have identical features. The
differentiation of goods along key features and minor details is an
important strategy for firms to defend their price from levelling down to
the bottom part of the price spectrum.

Within firms, product differentiation is the way multi-product

firms build their own supplied products range. At market level, differ-
entiation is the way through which the quality of goods is improved over
time thanks to innovation. Launching new goods with entirely new per-
formances is a radical change, often leading to changes in market shares
and industry structures. In an evolutionary sense, differentiation is a
strategy to adapt to a moving environment and its social groups.

Three Elements of Product Differentiation

Being unique in the marketplace provides distinct advantages. In

fact, if you do not provide something unique, your business will be severely
challenged. So, what are the three elements of product differentiation?

1. Convenience (or timing)

2. Customization.
3. Cost Recovery

Convenience

People dont want to wait these days. In order to differentiate

your product from your competitors, consider how you can deliver your
goods and services precisely when they are needed. Often, this means
being faster than your competitor but not always! If I order drapes as
part of a renovation project, for example, I dont necessarily want them
immediately. I may not need them for six weeks. If I get them too soon,
they might get damaged waiting to be hung.

129
Notes
However, I do want them when the time is right for me. The
company that can deliever what I need when I need it will certainly be
better positioned to earn my continued business.

Customization

When I order those drapes, I dont want just any old size or
pattern. They need to fit perfectly to my windows, and I want them in the
style and color pattern that goes best in my house. Customization is an
element of product differentiation that cannot be over-emphasized. The
more you know about your customers needs and the better you do in
serving those needs to your customers satisfaction the stronger your
competitive position will be in the market.

Service-based businesses are particularly capable of customization.

Even with a product-based business, there are still techniques

available for individualizing your firm, such as customizing your billings,
or special packaging for your best customers. Product customization
is a rapidly growing field for clothing, footwear (ex. sports shoes in
school colors), backpacks in the color you want, cosmetics, automobiles,
motorcycles, etc.

Cost Recovery

Cost recovery does not mean paying the cheapest price. It does
mean gaining the highest leverage per dollar spent. Often, in fact, it makes
more sense to spend a little more to obtain a product or service that most
closely aligns with your needs and brings satisfaction. Too frequently, I
got it cheap is the consolation prize when you end up with something
that really doesnt properly serve your needs

(a) Vertical Differentiation

Vertical differentiation occurs in a market where the several goods

that are present can be ordered according to their objective quality from
the highest to the lowest. Its possible to say in this case that one good is
better than another.

130
 Notes
Vertical differentiation can be obtained:

1. Along one decisive feature;

2. Along a few features, each of which has a wide possible range of
(continuous or discrete) values;
3. Across a large number of features, each of which has only a presence/
absence flag.

In the second and third cases, it is possible to find out a product

that is better than another one according to one criteria but worse than it
in respect to another feature.

Vertical differentiation is a property of the supplied goods but,

as it is maybe needless to say, the perceived difference in quality by
different consumer will play a crucial role in the purchase decisions.
When evaluating a real market, a good starting point is a top-down grid
of interpretation, we shall present first in 3 segments.

Class Price Crucial feature

Low Low The price is low, the product simply works

Use of the good is comfortable. Most people use

Middle Middle
it. Mass market brand.

Quality, exclusivity, durability (= low life-long

High High
price),

To this basic classification, one should add two intermediate classes:

Class Price Crucial feature

Middle-low Low The cheapest nation-wide brand

Middle-high Middle The cheapest product of high quality

131
Notes
Two extreme classes should finally be added:

Class Price Crucial feature

It usually does not work, it does not

Extremely low Very Low
last, and it has important defects

Exclusivity, non practical, status

Extremely High Very high
symbol

In this way, you can vertically position different brands and product
versions, also using clues from advertising campaigns.

If you compare widely different goods fulfilling the same (highly-

relevant) need, you may distinguish at the extreme of your spectrum
necessity goods and at the other luxury goods. In other cases, what makes
this difference is, instead, the nature of the need fulfilled.

As a general rule, better products have a higher price, both be-

cause of higher production costs (more noble materials, longer produc-
tion, more selective tests for throughput,...) and bigger expected advan-
tages for clients, partly reflected in higher margins.

Thus, the quality-price relationship is typically upwards sloped.

This means that consumers without their own opinion nor the capability
of directly judging quality may rely on the price to infer quality. They will
prefer to pay a higher price because they expect quality to be better.

This important flaw in knowledge and information processing

capability - an instance of bounded rationality - can be purposefully
exploited by the seller, with the result that not all highly priced products
are of good quality.

Through this mechanism, the demand curve - that in the

neoclassical model - is always downward sloped, can instead turn out to
be in the opposite direction, with higher sales for versions having higher
prices.

132
 Notes
(b) Horizontal Differentiation

When products are different according to features that cant be

ordered in an objective way, a horizontal differentiation emerges in the
market.

Horizontal differentiation can be linked to differentiation in

colours (different colour version for the same good), in styles (e.g. modern
/ antique), in tastes.

A typical example is the ice-cream offered in different tastes.

Chocolate is not better than lemon.

This does not prevent specific consumers to have a stable preference

for one or the other version, since you should always distinguish what
belongs to the supply structure and what is due to consumers subjectivity.
Some consumers would prefer lemon to chocolate, others the opposite,
but this relates to them, not to the product line structure.

It is quite common that, in horizontal differentiation, the supplier

of many versions decide a unique price for all of them. Chocolate ice-
creams cost as much as lemon ones.

Another example of horizontal differentiation is represented by

films: each film is different from the others, while the price of entry to cinema
is always the same. This example shows that the internal organization of
the differentiation space can be structured around genres and several
similarity measures can be taken (e.g. two films having in common the
film-maker, an actor, etc.), without being linear and continuous (nor too
precise!).

When consumers dont have strong stable preferences, a rule of

behaviour can be to change often the chosen good, looking for variety
itself. An example is when you go to a fast food and ask for what you
havent eaten the previous time. Fashion waves often emerge in
horizontally-differentiated markets with imitation behaviours among
consumers and specific styles going in and out. However, more in
general, horizontal differentiated versions may not be ordered along axes,
but merely juxtaposed.

133
Notes
(c) Mixed Differentiation

Certain complex markets are characterised both by horizontal

and vertical differentiation. For instance, apparel, garments and shoes
have an amazingly rich combination of shapes, colours, materials,
complementarities, seasonal and territorial specificities, appropriateness
to social events, relative distance to ideals promoted by media, stylists
and the showbusiness. The quality of the materials can often be seen as
a vertical differentiation but some other elements are clearly horizontal,
like shapes.

In such an environment, consumers can develop fairly different

styles of comparision, with some spending large amount of time getting
exposed and evaluating versions, talking with others and sharing judgments,
while others drastically reducing the difficulty of the comparision through
repurchase of very classical items.

(d) Determinants

How a product rates according to different measures of quality or

taste depends on both its physical and immaterial characteristics. The
raw material from which it has been built, the share of high/low quality
ingredients / components, its engineered design, its production process
are typical determinants of product specificity, whose complexity might
be reduced by consumers looking at its brand.

Producers can deliberately choose to share certain standards

(i.e. not to differentiate along those features) in order to offer a critical
mass of users for complementary devices as well as to pool consumer
experience, reducing the difficulty of use the product. The lawmakers can
encourage or mandate such behaviours, also in the interest of competition
along other axes (e.g. price).

An important selective role of the width of the product

differentiation available to final consumers is played by retailers (and
distribution channels in general). If inventory and storage costs are high,
retailers might try to limit this range that instead grows exponentially in
the case of particularly low inventory and storage costs (as it happens with
many e-commerce sites). More in general, the width of offer (number of

134
 Notes
varieties on sales) depend on the strategies of category management at
retailers (embedded in formats but with some degree of freedom inside).

Impact on Other Variables

Differentiated versions of a good can have widely different costs of

production. Upstream, they may be produced using different raw materi-
als and semi-manufactured parts, thus referring to diverse suppliers and
their relative market power. Import of exotic substances can be the effect
of the attempt to introduce new goods on the market (think for instance
to cosmetics).

Downstream, the supply of different and better goods allows for

deeper fulfillment of consumption needs, for production processes at
higher productivity as well as for the opening of export opportunities to
other countries.

For the firms introducing the new version of the product, the
expected results are mainly improvements of profits (thanks to lower
elasticity of consumption to price and higher mark-up on costs), sales,
and market shares.

Retailers usually love premium products. The advantage of

credibly sustain a higher price over competitors can in fact translate into
larger margins to retailers per each unit sold. If the retailers think that the
consumer will buy one unit for that class of products, it will select for its
shelves products that maximise the absolute margin it gets. Conversely,
a cheap product can have an enemy in the distribution channel, as they
feel to suffer reduced margins from sales because of cannibalisation of
existing brands.

For the consumer, product differentiation can increase the

satisfaction from her/his consumption, as the product better fit her/his
needs, conditions of use and special purposes. At the same time, (s)he will
be confronted with a wider spectrum of prices. Test whether how much
quality is expensive by playing this business game.

When faced with the burgeoning choice spectrum at supermarket

premises among product varieties of the same category, the consumer

135
Notes
can react with several rules of selection; retailers take them into account
to assure profits and profitability, as you can experiment with this
spreadsheet.

At the same time, product differentiation can lead to the exploration

of the product space by un-loyal customers, who use the repurchase
occasions to try new versions.

Consumers skills in evaluating goods across versions and prices

are nurtured by a sufficiently rich environment of social interaction and
product differentiation. In particular, in contrast to neoclassical claims
that preferences are given, tastes evolve over time due to experiences
(both personal and indirect, e.g. by looking at others).

Personal experience can be a process leading to getting to like

certain previously unacceptable versions, as the following instruction by
the producer of a high cocoa percentage chocolate.

Another important dimension of consumer behaviour that is

influenced by the width of product differentiation is the time length of
search for the purchase, that can be increased if differentiation is wider
and opaque (e.g. requires visits to many points-of-sale, hidden features,
etc.).

Long-Term Trends

The ever growing product differentiation process due to new

emergent firms/countries and the innovation efforts of incumbents has
encountered in the last decades some form of brake due to the pressure of
globalized, standardized homogeneous goods with a dominant design.

Behaviour During the Industry Life-Cycle

High product differentiation with radically different proposals is

typical of the early stage of an infant industry, until a dominant design will
replace technically imperfect or simply unlucky models.

Afterwards, when the industry reaches the maturity stage with few
main competitors, differentiation re-emerge (often due to minor external

136
 Notes
changes) as an attempt to soften price competition and to reach new
niches of consumers.

Policies

Most experimentation with product differentiation is spontaneous

in the market economy. However, there may be specific features of
products that touch the public interest. For instance the safety of product
can be forced to be high by the policymaker, to avoid cheap and dangerous
versions be offered to customers.

For the transition to a low-carbon economy, standards of energy

efficiency might also be imposed by the policymaker. More in general, to
get technologically and socially close substitutes to brown products is
the goal of an innovative economic policy for climate change mitigation,
underlining that green products risk often to be considered inferior to
polluting ones under certain axes of differentiation, so their sales be still
confined to a niche of green consumers. In this case a mere tax on CO2
emissions, raising the price of brown products, would not be enough for
large majorities of consumers to shift towards the green substitutes.

Product Positioning

Product positioning is closely related to market segment focus.

Product positioning involves creating a unique, consistent, and recognized
customer perception about a firms offering and image. A product or
service may be positioned on the basis of an attitude or benefit, use or
application, user, class, price, or level of quality. It targets a product for
specific market segments and product needs at specific prices. The same
product can be positioned in many different ways.

The illustration below shows an example taken from Philip Kotlers

book, Marketing Management published by Prentice Hall. This two-
dimensional perception map shows how Kotler analyses the positioning of
an instant breakfast drink relative to variables of the price of the product
and speed of preparation. Another common framework for product
positioning is taken from a series of questions. You can position a product
using a positioning statement that answers these important questions:

137
Notes
For whom is the product designed?
What kind of product is it?
What is the single most important benefit it offers?
What is its most important competitor?
How is your product different from that competitor?
What is the significant customer benefit of that difference?

For example, the following are positioning statements used by Palo

Alto Software to focus marketing for two new products introduced in late
1994:

Business Plan Pro For the businessperson who is starting a new
company, launching new products or seeking funding or partners,
Business Plan Pro is software that produces professional business
plans quickly and easily. Unlike (deleted), Business Plan Pro is a
stand-alone product, and requires no other programs to buy or
learn.
Product Positioning

Marketing Plan Pro For business owners and managers who
oversee their companys marketing programs, Marketing Plan Pro
is software that creates and helps manage professional marketing
plans. Unlike our most aggressive competitor, Marketing Plan Pro
provides a system for scheduling and tracking the entire marketing
process from plan to action.

Some positioning strategies will work better than others. The best
positioning plays to your companys strengths and the products strengths,
and away from weaknesses. Position your product to reach the buyers
whose profiles most closely match needs you serve, in the channels you
can reach, at the prices you set.

Product Line Extension/Contraction

A product line extension is the use of an established products

brand name for a new item in the same product category.

138
 Notes
Line Extensions occur when a company introduces additional items
in the same product category under the same brand name such as new
flavors, forms, colors, added ingredients, package sizes. This is as opposed
to brand extension which is a new product in a totally different product
category.Line extension occurs when the company lengthens its product
line beyond its current range. The company can extend its product line
down-market stretch, up-market stretch, or both ways.

Down-Market Stretch

A company positioned in the middle market may want to introduce

a lower-priced line for any of the three reasons:

1. The company may notice strong growth opportunities as mass

retailers such as Wal-Mart, Best Buy, and others attract a growing
number of shoppers who want value-priced goods.

2. The company may wish to tie up lower-end competitors who might

otherwise try to move up-market. If the company has been attacked
by a low-end competitor, it often decides to counterattack by
entering the low end of the market.

3. The company may find that the middle market is stagnating or

declining.

Up-Market Stretch

Companies may wish to enter the high end of the market for
more growth, higher margins, or simply to position themselves as full-
line manufacturers. Many markets have spawned surprising upscale
segments: Starbucks in coffee, Haagen-Dazs in ice cream and Evian in
bottled water. Leading Japanese auto companies have each introduced an
upscale automobile: Toyotas Lexus, Nissans Infiniti, and Hondas Acura.

Two-Way Stretch

Companies serving the middle market might decide to stretch

their line in both directions. Texas Instruments (TI) introduced its first
calculators in the medium-price-medium-quality end of the market.
Gradually, it added calculators at the lower end taking the share from

139
Notes
Bowmar, and at the higher end to compete with Hewlett-Packard. This
two-way stretch won Texas Instruments (TI) an early market leadership
in the hand-calculator market.

Trading Up/ Trading Down

Introduction of more expensive products than the original line is

trading up. Introduction of cheaper products than the original line is
trading down. Both may give an imbalance between the new and old
lines but for different reasons.

Trading Up

When trading up, the biggest hurdle to overcome is the gaining of

acceptance for a higher-priced product identified with a low-price-line
image. Watchmakers like Timex, and certain camera manufacturers have
tried unsuccessfully to penetrate the higher-priced end of their markets.
Sometimes higher-priced products are introduced mainly to pull up the
prestige of the lower-priced goods.

Trading Down

When trading down, sales of the new product often are not great
enough to offset reduced sales of the original higher-priced line. Mustang
cut heavily into Fairlane sales but fortunately obtained enough volume to
overcome the loss, plus contributing more total profits. Few new products
manage to accomplish this.

Product Brand Strategy

Brand Strategy

Successfully out-branding your competitors is a continuous battle

for the hearts and minds of your customers. The proposition your brand
strategy makes must be very compelling, attractive and unique among
competitive offerings. The proposition must also be consistently reinforced
throughout all phases of an organization, from senior executives to
customer service, research and development, business development and
even your business partners.

140
 Notes
What entails a comprehensive and effective Brand Strategy
process? Thats a much longer answer than what we have space for here,
plus it varies from industry to industry, but here are some very basic
guidelines about what makes a good Brand Strategy.
Brand Strategywhats the big deal?

Brand Strategy is nothing new. Yet, the expectations consumers

have for a product or service they buy is stronger than its ever been. This
is why companies interested in long-term success must create the most
promising, targeted brand experience possible.

Whether you know it or not, you already have a brand, and your
customers are having a brand experience when they interact with you,
whether it be with your products and services or the people in your
company. In order to craft this brand experience in a calculated way
that is beneficial for your company, you must have a strong understanding
about what exactly a brand is.

Brand is the Alpha and Omega

In other words, brand is the totality of your company and its business.

A brand is the sum of the good, the bad, the ugly and the off-
strategy, says Scott White, one of the nations leading branding consultants
and a valued expert companies like Sun Life Financial and Franklin Sports
rely on. It is your best and worst product. It is your best and worst
employee. It is communicated through award-winning advertising as well
as those ads that somehow slipped through the approval cracks and sank
anything riding on them.

It is your on-hold music and the demeanor of the receptionist

who puts that valued client or prospect on hold. It is the carefully crafted
comments by a CEO as well as negative buzz by the water cooler or in
chat rooms on the Internet. Brand is expressed through written, audio and
visual content. It is interpreted through emotional filters every human
being haswhere anything can happen. Ultimately, you cant control
your brand. You can only hope to guide it.

141
The Road to Branding Success

Building on the inherent values of a brand should be the core of

any branding strategy. If theyre not clear, get a good grip on them first.
Is the brand about honesty or integrity? Quality? How about excellent
communication and customer satisfaction?

Knowledge of a companys values, at least in a literal context, is

typically an internal matter; yet, those values become evident to everyone
in contact with the company, from customers and prospective customers to
business-to-business relationships and employee relations. Consistency is
the key here. If members of the organization arent accurately representing
the values of the brand, steps must be taken to rectify the chink in the
armor. And unlike a brands key business proposition, values should
never change even though the landscape in which the company operates
and even its products may.

Winning Brand Strategies Starts with Top-Notch Research

With values set, a brand proposition is ready to be established.

Objective and comprehensive branding research are the keys here. At a
minimum, both must be done to establish clarity on the brands strengths
and weaknesses, the target audience and the competition. If possible,
branding research should also be done on the brands industry, its history,
the status of the market and possibilities for future expansion.

Your Target Customer will Determine your Success

If its only possible to do one body of brand research, discover as

much as possible about your target customer. Find out who they are and
what their needs and desires are. Make it your mission to get as detailed
information as possible on their age, gender, income, shopping habits
(online and off) and anything else of relevance you can determine. If
youre targeting a business market, these criteria will differ, depending
on the industry. Understanding your target market and what they want is
key to developing a winning brand. Knowing these things should also give
you an idea for what communication medium and content would work to
engage your market.

142
 Notes
Other research you might want to do is find out what your
competitors offerings are like. How do your offerings stack up? What
can a customer get from your product that they cant get from anyone
else? Find out these things, and you have the seeds for a winning branding
strategy, not to mention great fodder for an ad campaign.

What does your Brand Promise?

The brand statement, often called the brand promise or proposition,

is a derivative of branding research. It states the benefit of buying and
using your companys products or services. For clothing, it could be about
style or comfort. For a car, it could be about safety or reliability. Whatever
it is, it must be clear, engaging and presented in a context relevant to the
customer. One example of an effective brand promise is that of BMWs.
Its stated right in the companys tagline: The Ultimate Driving Machine.

Your Promise Should be Golden

If your companys products and service dont live up to their brand

promise, new customers will become lost customers and loyal customers
might leave, too. Simply put, your deliverable, whatever that is, must
follow through on the promisein fact, it would be best if it actually over-
delivered.

Your Promise Should be Unexpected, but Welcome

Dont reuse something a competitor has already promised even if it

works for your product or service, and dont be vague in trying to position
your company favorably against your competitors (such as saying youre
the best pizza in town.). Be specific because specific is exponentially
more memorable. Besides, people expect you to be good. Otherwise, they
wouldnt give you their business.

Hearts and Minds First, Wallets Later

Creating a positive emotional association in your market for

your product or service is key. It can create want and desire by the mere
mention of your brand, product or service name. Needless to say, thats

143
Notes
powerful. For instance, the mere mention of Ben & Jerrys conjures up
images of numerous unique premium ice cream flavors and with the
anticipation for your favorite (in my case, Cherry Garcia). Such positive
emotional associations are built over time through good branding practice
and a time-tested relationship between you and your customer based on
intrigue, trust, understanding and support.

To create a brand promise that creates such emotional connections,

it should be:

1. Grounded in the brands core values

2. Clearly relevant and engaging to your target market
3. Able to create some sort of positive emotional attachment beyond
just being good
4. Repeated internally and externally within your organization
5. Adaptable to the business climate
6. Continually reinforced
7. Consistent across advertising and marketing mediums
8. Known and echoed by business partners

Pricing in Channel Management

The desired price at which a marketer seeks to sell their product

can impact how they choose to distribute. As previously mentioned, the
inclusion of resellers in a marketers distribution strategy may affect a
products pricing since each member of the channel seeks to make a profit
for their contribution to the sale of the product. If too many channel
members are involved the eventual selling price may be too high to meet
sales targets in which case the marketer may explore other distribution
options.

The one element of marketing strategy that is malleable, but is least

understood and hence constantly feared by many managers is pricing. This
is because pricing is a very complex issue. On one hand, it is supposed to
reflect all the strategic steps the company has taken to bring the product to
the consumer and convince him/her to buy it as well. On the other hand,
it is supposed to reflect what the consumer would get out of the product
by paying that price to acquire it. Will there be a match between the two?

144
 Notes
Perhaps and perhaps not! This dilemma makes it imperative for a manager
to understand and analyze the various factors before deciding at an
appropriate pricing strategy. And, pricing does not operate in vacuum. It
has to be married with other elements of the marketing strategy, including
the channel management. Thus, understanding the broader picture of
the various elements of pricing, and building a scientific framework on
pricing will always be reliable and better in the long run.

Cost
Market
Competition
Channels

Promotion through the Channel

Pull Promotional Strategy

Push Promotional Strategy

Pull Strategy for Sales Promotion

Sales promotion decisions are significantly affected by whether

the company decides to do pull or push strategies to accomplish its
objectives. Such a decision may require a little or a lot of cooperation
from resellers. The requirements to implement one strategy might be little
more than to just stock the product by the retailers.

The other strategy may demand more participation from resellers

such as the ability to explain to the consumers as to how a product works.

In case of using a pull strategy, marketing efforts are directed at the

ultimate consumer and consumer promotions such as consumer contests
and sweepstakes, rebates, coupons, free samples, consumer premiums, etc
are used. If this strategy is also chosen to include advertising, then, there
are large advertising expenditures.

The objective of such promotional efforts would be to create

sufficient consumer demand to pull the product through the channels,
that is the consumers are encouraged to demand the product from retailers

145
Notes
who in torn place orders with wholesaler or manufacturer to meet the
consumer demand.

Bajaj Auto Ltd. offered a scheme of taking home a scooter at ` 999

was a sales promotional offer communicated through effective advertising
and was essentially a pull strategy.

This strategy may require little promotional efforts from the

resellers except to stock input the product on shelves.
A pull strategy is appropriate when

The product demand as high.

It is possible to differentiate the product on the basis of real or
emotional features.
Brand consumers show high degree of involvement in the product
purchase,
There is reasonably high brand loyalty and
Consumers make brand choice decision before they go to the store.

Push Strategy for Sales Promotion

If a firm decides to use push strategy, its efforts are directed at

resellers and the manufacturer becomes very dependent on their personal
selling abilities and efforts. The promotional efforts are focused at pushing
the product through the distribution channels; the resellers may be
required to display, demonstrate and offer discounts, to sell the product.
Product categories where there is low brand loyalty.

Where many acceptable substitutes are available in the market.

Relatively new products are to be launched
When the brand choice is often made in response to displays in the
stores,
The product purchase is unplanned or on impulse and
The consumer is familiar and has reasonably adequate knowledge
about the product.

Manufacturers, who cannot afford to engage in sustained mass

advertising, often use push strategy and offer effective incentives to

146
 Notes
dealers. Retailer promotion: Buy Cadburys products worth ` 3000/- and
get any 30 chocolates worth ` 5 each free.

Through this offer the company is pushing its product to the

retailers and now that the retailer has enough incentive the retailer stocks
more and thus it becomes essential for the retailer to push the product to
the consumers.

Classic Push Promotional Strategies

Cooperative advertising
Promotional allowances
Displays and selling aids
In-store promotions
Contests and incentives
Special promotional deals and merchandise campaigns

Kinder and Gentler Push Promotional Strategies

Training
Quotas
Missionary selling
Trade shows

Besides issues related to physical handling of products, distribution

decisions are affected by the type of promotional activities needed to sell
the product to customers. For products needing extensive salesperson-
to-customer contact (e.g., automobile purchases) the distribution options
are different than for products where customers typically require no sales
assistance (i.e., bread purchases).

Self Assessment Questions

1. What are the issues involved in channel management?

2. Discuss about types of channel intermediaries.
3. How to motivate the channel intermediaries?
4. Explain the evaluation of channel members performance?

147
Notes
5. Explain how one can control channel intermediaries.
6. Discuss types of channel conflicts and causes for that.
7. Elaborate the criteria for evaluating channel members?
8. Highlight the marketing issues involved in establishing distribution
channels?
9. Discuss the relationship issues involved in channels?
10. Discuss about VMS?
11. How to select channels for small business?
12. Highlight about retail cooperatives.
13. Define Franchise system?
14. What are the advantages of buying a Franchise?
15. What is cooperative Vertical Marketing System?
16. Discuss the benefits of cooperative Marketing?
17. Explain about new product planning in channel management?
18. What is strategic product management?
19. Explain about different types of product differentiation?
20. Explain about product positioning?
21. Discuss about product line extension.
22. Explain about pricing in channel management?
23. Discuss pull and push strategies of sales promotion.

148
 Notes

CASE STUDY

Channel Management at Maxwell

The President of Maxwell Corporation is considering whether the

company should set up its own distribution system or whether it should
outsource the entire distribution and logistics function to third party
service provider. The company has set up a manufacturing plant at Vizag
where were wide range of orthopedic equipments, viz., crutches, wheel
chairs, walkers, back braces, heating pads, elastic bandages, canes, knee
braces, shoulder braces and so forth are manufactured.

Presently the finished goods is located at Vizag itself and the

products are sent to all major towns in India as a point-to-point dispatch.
The company is supplying these equipments directly to retail stores al
all these locations. Marketing activity is headed by General Manager
Marketing based at Vishakhapatnam who is supported by a sales team
comprising of Sales Officers.

The company is not restoring to advertisements and publicity

though the products of the company are fairly well known. But, it is felt
that all the customers quick response to their orders as the products are
catered to emergency patients. But, these retail outlets carry only very
limited inventories.

This is due to the fact that most of the products come in a variety of
styles, shapes and sizes and the requirements is more customers driven and
keeping even a moderate inventory of all types is economically not viable
and leads to development of dead stocks in the long run. The company is
looking at various options which include:

1. Setting up of hub and spoke of a distribution network wherein it

proposes to set up a stock point or mother warehouse in each zone,
viz., East, West, North and south and respective retail which are to
be fed from the mother warehouse located in that zone.

2. Setting up of a central warehouse anywhere in Central India and

feeding retail outlets from this location.

149
Notes
3. Changing the distribution channel from the present numerous
retail outlet systems to a more efficient system.

4. Outsourcing the entire distribution and logistics to a third party

wherein the entire activity of transportation and distribution till the
ultimate retail outlet will be taken care of by this service provider so
that the company can focus more on activities related to marketing
and sales.

****

150
 Notes

UNIT III

Unit Structure

Lesson 3.1 - Building Blocks of Supply Chain Network

Lesson 3.2 - Performance Measurement and Controls
Lesson 3.3 - Models for Decision Making

Lesson 3.1 - Building Blocks of Supply Chain Network

Learning Objectives

After reading this lesson you should be able to:

Comprehend the basics of supply chain management

Acquire knowledge on building blocks of supply chain strategy
Understand and take decisions on the nuances of manufacturing,
channel and service strategies.

Introduction

A quick research carried out in a local grocery store will reveal

that, on an average, it takes 3-4 months for goods to reach the end
customer. Sometimes, it takes as much as a year for goods to reach the
end customer in the chain. It is indeed an amazing realization that there is
very complicated chain in place to ensure that one can buy the denims of
ones choice at a retail store.

Companies have managed supply chain for decades, but never

in history did they have the variety of the kind they handle now, or the
kind of competitive pressure that they face now. Companies all over the
world have realized that the difference between good and bad supply

151
Notes
chain management can affect their profitability significantly. Firms like
Dell Computers and Wal-Mart have demonstrated the impact of supply
chain management on business performance. Due to its superior supply
chain systems, Dell Computers managed a profitability of 8.6 per cent
(operating profit as percentage of scales), compared to less than 1 percent
profitability earned by HP and IBM in the PC business.

Similarly, Wal-Mart has emerged as the largest American corpora-

tion with profitability close to 5.8 per cent, which is considerably higher
than that of its competitors in the retailing business. Within India, firms
like Asian Paints and Marico Industries have maintained significantly
higher levels of profitability and growth compared to competitors in their
respective industries because of their superior supply chain capabilities.

The aim of this chapter is to introduce the concept of supply chain

management, trace the evaluation of supply chain concepts over the past
century and identify major trends tat have made supply chain performance
critical to success.

We briefly look at the performance of the Indian economy and

firms across various sectors, focusing on the supply chain dimension. We
also identify key supply chain challenges for Indian firms. As the Indian
economy is growing at 9 percent annually, despite the infrastructure
bottlenecks, we have to look at the challenges in supply chain management
that are unique to the Indian scenario.

The goal is not only to understand and apply the concepts that
have already evolved but also to continue to look for innovations and
solutions customized to meet the requirements of companies operating in
the Indian scenario. It is obvious that significant improvements will come
only from innovative solutions that can resolve supply chain problems
that are specific to the Indian context.

Supply Chain Management

The supply chain encompasses all activities involved in the

transformation of goods from the raw material stage to the final stage,
when the goods and services reach the end customer. Supply chain
management involves planning, design and control of flow of material,

152
 Notes
information and finance along the supply chain to deliver superior value
to the end customer in an effective and efficient manner. A typical supply
chain is represented in Figure

As can be seen from the definition, the supply chain not only
includes manufacturers, suppliers and distributors but also transporters,
warehouses and customers themselves. Of late, firms have realized that it
is not the firms themselves but their supply chains that vie with each other
in the marketplace.

Thus, it is not Hindustan Unilever (HUL) versus Procter & Gamble

(P&G). Rather, the supply chains of both these firms compete against each
other. The customer is interested only in the price, availability and quality
of the product at the neighborhood retail outlet, where they actually
come into contact with products supplied by HUL and P&G. If customers
observe inefficiency on account of non-availability, damaged packaging,
etc.

At the retail end with regard to HULs products, they attribute

inefficiency to HUL and not to its chain partner. The customer is only
interested in getting the desired product at the right place, at the right
time and at the right price. For a simple product like soap, the HUL
supply chain involves ingredient suppliers, transporters, the companys
manufacturing plants, Carrying and forwarding agents, wholesalers,
distributors and retailers.

Obviously, HUL does not own all these entities, but the HUL brand
name is at stake and it has to be ensured that the entire chain delivers
value to the end customer. HUL cannot afford to focus only on those parts
of the chain that are owned by it and ignore the other parts of chain.
Firms need to realize that the performance of the chain is determined by
its weakest link.

The supply chains of automobile companies (Maruthi, Tata Motors

and TVS) and other companies like BPL, LG and Whirlpool, dealing in
consumer durables, will be very similar to the one depicted in table. On
the other hand, companies in the consumer non-durable business-for
example, HUL, P&G, Godrej Soaps and Nestle have to work with supply
chains that likely to be much longer and more complex.

153
Notes

A supply chain network.

The term chain is a little misleading because it gives the impression

that there is only one entity at each stage of the supply chain. In reality, as
seen in Table, multiple entities are involved at each stage: a manufacturer
distributor. The more appropriate term probably will be either supply
networks or supply web. However, the term supply chain has been widely
accepted by both practitioners and academicians: hence, we will continue
to use the same throughout the book.

Supply Chain Strategy Building Blocks

A supply chain strategy consists of five building blocks.

1. Manufacturing strategy.
2. Outsourcing strategy.
3. Channel Strategy.
4. Customer service strategy.
5. Asset network.

Manufacturing Strategy

It means deciding, how to produce products or service. Will products

be made to stock, to orders or some combination of it? Will some of the
manufacturing be outsourced or production moved to low cost countries?

154
 Notes
Will final configuration be completed outside the manufacturing plant,
closer to customer?

Changing the manufacturing strategy can be a key source of

competitive advantage. Sometimes, it can also be an advantage to choose
different manufacturing strategies for different products or different
markets. The key drives of manufacturing strategy are product life
cycle, demand changes and the number of product variants. Types of
manufacturing strategies appropriate for different products are shown in
below table.

When to choose this

Strategy Benefits
strategy

Make to For standardized high vol- Low manufacturing cost,

stock ume products meeting customer de-
mands quickly.

Configure For products requiring in Customization, reduced

to order many variations inventory, improved ser-
vice levels.

Make to For customized products Low inventory levels, wide

order with infrequent demand range of product options,
simplified planning.

Engineer For complex products that Enables response to spe-

to order meet unique customer cific customer require-
needs ments.

Types of Manufacturing Strategy

Channel Strategy

It defines how products or services will be delivered to buyers

or end users. It needs to answer questions such as: Will the product be
sold via distributors? Which market and market segments will be served,
which channel will be used, priorities in case of material shortage? Will
dedicated inventories for strategic partner be kept?

155
Notes
The decisions regarding companys assets and cost performance
must be part of the channel strategy, including pricing, promotions,
financing and other terms and conditions.

Anderson suggests the set of strategies that deal more with tighter
collaboration with the channel, the customer, and/or the end consumer:

Consumer Customizer: Uses mass customization to build and

maintain close relationships with end consumers through direct
sales.

Trade Focused: Like logistics optimization, this strategy puts a

priority on Low price, Best-Value for the consumer, but it focuses
less on brand than on dedicated service to trade customers.

Logistics Optimizer: Emphasizes a balance of supply chain

efficiency and effectiveness.

The decisions regarding outsourcing are an important source

of flexibility. Through outsourcing, the company can focus on core
competences and enhance their competitive positioning. Outsourcing of
activities, with low strategic importance, or activities that outsourcing
partners can do: Better, faster, or cheaper, are the areas to be considered.
If the product, process, or technology is the source of a companys
differentiation, it should not be outsourced. Nevertheless, before any final
decision is made, risks and strategic implication should be evaluated.

Customer Service Strategy

Customer service strategy should be based on two things: the

overall customer volume and profitability, and understanding, what
customers really want. Should the company aim for different service levels
depending on customer importance? Tailoring customer service strategy
to deliver the best cost/service performance by customer segment can
have a high yield.

The final decision concerns the supply chain network, factories,

warehouses, production equipment, order desks, and service centers.
Location, size, and mission of these assets have a major impact on
performance. Depending on business size, customer service requirements,

156
tax advantages, supplier base, labor cost companies can choose among:
global, regional, or country manufacturing model. The company can chose
different models depending on the type of demand for their products.
High volume products can be produced in low cost countries for a global
demand.

Another option is also with use of different in market

postponement strategies. This means that the standard product is
produced in a low cost production center but final configuration and
packing are done at distribution point, close to customer. Another aspect
is the product life cycle. In the beginning of the life cycle a global model
can be used to develop manufacturing processes, later on a regional model
should be used to improve customer service.

Key strategy Strengths Weaknesses

building blocks

Manufacturing
Manufacturing strategy
Strategies for further opti-
strategy make to order is defined mization of lead time are
and it is used as recom- not clearly defined.
mended in literature.

Decupling points have
been mapped and docu-
mented.

Channel Strategy
Channel Strategy is de-
Strategy is focused mainly
fined and documented, on European markets and
direct distribution is used must be deployed to Glob-
for customized products al markets where future
and indirect distribution growth is expected.
channel for standard prod-
ucts.

It is systematically re-
viewed.

Outsourcing
Outsourcing strategy is for
Outsourcing strategy for
strategy machined parts is defined, other processes and activi-
depending on volume and ties is not clearly defined.
suppliers competences.

157
Customer service
Clear overall service level
Customer service strategy
strategy is defined as well as specif- is not clearly documented.
ic service offering for key

Service levels according to
accounts.
customer importance are
not defined.

Asset network
Warehouse consolidation
Asset network strategy is
strategy for Europe is de- not documented in terms
fined. of regional, global or local
manufacturing facilities,
order desks, production
equipment.

Strengths and Weaknesses of Supply Chain Strategy Building Blocks

CASE STUDY

DEP DILEMMA

Tom Lippet, sales representative for DuPont Engineering Polymers

(DEP), felt uneasy as he drove to his appointment at Grad Automotive
Manufacturing (GARD). In the past, sales deals with GARD had proceeded
smoothly. Oftentimes competitors were not even invited to bid on the
GARD business. Mike OLeary, purchasing agent at GARD, claimed that
was because no competitor could match DEPs product quality.

But this contract negation was different. Several weeks before the
contract renewal talks began, OLeary had announced has plan to retire
in six months. GARD management quickly promoted Richard Binish
as OLearys successor. Although Binish had been relatively quiet at the
previous two meetings, Lippet sensed that it would not be business as
usual with Binish. While the contract decision ultimately depended on
OLearys recommendation, Lippet felt that Binish might pose a problem.

Binish, thirty-five, had worked for a Fortune 500 firm following

completion of his undergraduate degree in operations management.
While with the Fortune 500 firm Binish had become extensively involved
with JIT and quality programs. He had returned to school and earned an

158
 Notes
M.B.A with a concentration in purchasing and logistics. Eager to
make his mark, Binish had rejected offers to return to large corporations
and instead accepted GARDs offer in inventory management.

GARD, an original equipment manufacturer (OEM) for United

States auto producers and aftermarket retailers, makes a wide variety of
plastic products for automobiles and light trucks. Examples of GARD
products are dashboards, door and window handles, and assorted control
knobs. When Binish began working with GARDs inventory management,
he applied the 80/20 rule, illustrating to management that 80 percent of
GARDs business was related to 20 percent of its product line.

Over the next three years, as contacts expired with customers and
suppliers, Binish trimmed GARDs product line. GARD management was
impressed with the positive impact on GARDs profits as unprofitable
contracts and products were discarded. A trimmer product line composed
primarily of faster-moving products also resulted in higher inventory
velocity.

Thus, when OLeary announced his retirement plans, management

immediately offered Binish the position. After taking a few days to review
GARDs purchasing practices Binish felt that he could make an impact.
He accepted managements offer. As he learned his way around the pur-
chasing department, Binish tried to stay in the background. But he found
himself soon questioning many of OLearys practices.

He particularly disdained OLearys frequent business lunches

with long-time associated from GARDs suppliers. Despite these feelings,
Binish made an effort not to be openly critical of OLeary. Such efforts did
not, however, prevent him from asking more and more questions about
GARDs purchasing process.

OLeary, for his part, felt that his style had served GARD well. Prices
were kept low, and quality was generally within established parameters.
Although OLeary typically maintained a wide network of suppliers,
critical materials were sourced from a limited number of them. In those
cases contract bids were a ritual, with the winner known well in advance.

159
Notes
DEP was one such winner. Its polymers were a critical feedstock
material in GARDs manufacturing process. When OLeary began sourc-
ing from DEP nearly fifteen years ago, there was no question that DEP
polymers were the best on the market. GARDs production managers rare-
ly complained about problems caused by substandard polymers. OLeary
reasoned that the fewer complaints from manufacturing, the better.

Hi, Tom! Come on in! Good to see you. You remember Richard
Binish, dont you? Lippets spirits were buoyed by OLearys cheery
greeting.

Absolutely! How are you, Richard? Coming out from the old
horses shadow a bit now?

Binish politely smiled and nodded affirmatively. Light banter con-

tinued as the three moved down the hallway to a small conference room.

well, great news, Tom! DEP has the contract again! OLeary
paused and then continued. But theres going to be a sight modification.
Instead of the traditional two-year contract were only going to offer a
one-year deal. Nothing personal, just that management feels its only fair
to Richard that these last contracts I negotiate be limited to a year. That
way he doesnt get locked into any deals that might make him look bad!
OLeary roared with laughter at his last comment.

It is certainly no reflection on DEP, Richard interjected. It simply

gives me a chance to evaluate suppliers in the coming year without being
lo9cked into a long-term contract. If my evaluation concurs with what
Mr. OLearyo has told me about DEP, I see no reason that our successful
relationship wont continue.

Entirely understandable, replied Tom as his mind pondered the

meaning of Binishs evaluation. Im confident youll find DEPs service
and product every bit as good as Mike has told you.

Following the meeting OLeary invited Lippet to join him for a cup
of coffee in FARDs lunchroom. Binish excused himself, saying that he
had other matters to attend to.

160
 Notes
As they enhoued their coffee, OLeary sighed. youll be seeing
some changes coming, Tom. The best I could do was get you year.

Im not sure I understand. As far as I know, GARDs never had a

mahor problem with DEPs products.

WE havent, OLeary replied. At least not under the guidelines I

hammered out with management. But there will be some changes by next
year.

Such as?

Well, you remember when I started buying from EDP? You were
the leaders, no question about it. Now I knew some other suppliers had
moved up since then, but I figured, hey, if it aint broke, dont fix it! As
long as DEPs price was in line, I knew I wouldnt have any troubles with
manufacturing. Less headaches for me.

Now it turns out that Binish has some other ideas about purchasing.
I can tell you for a fact that hes sampled several lots of DEP feedstock.
Hes also invited other potential suppliers to submit samples. The long
and short of it is that theres not much difference between DEP and the
competition in terms of product.

I still dont clearly understand the problem, Mike.

In Binishs terms, product merely becomes a qualifying criteria.
If everyones product is comparable, especially in something such as
polymer feedstock, how do you distinguish yourself? Binish claims that
companies will need to demonstrate something called order winning
criteria to get our business in the future.

I still dont see a problem. We have our reviews with GARD every
year. Our service performance has always been found to be acceptable.

True. But acceptable according to my guidelines. Let me throw

a number at you. On average GARD schedules delivery ten days from
date of order. I count on-time delivery as plus or minus two days from
scheduled delivery date.

161
Notes
Thats a five-day service window. GARDs minimum service
threshold within this five-day window is 95 percent. DEP had a 96.2
percent record last year using my window. Do you know what Binish is
talking?

Probably three?

Exactly. And do you know what DEPs performance is if we use a

three-day service window?

No, Mike, I really dont.

Well, Tom. Sorry to tell you but its 59.7 percent. Worse yet, with
Binish, not only will the window decline but the threshold level will be
bumped up to 96 percent. And thats only going to be for the first three
years after I retire. After that Binish is shooting for same-day delivery with
only 96.5 percent service capability. Right now using same-day delivery
DEP has only 80 percent flat. You arent even close to being in the game.

So weve got a one-year contact essentially to demonstrate that we

can deliver service as well as product?

You understand the problem now.

Polymer feedback production requires a mixture of chemical

compounds. DEPs manufacturing process relies heavily on six principal
compounds (A_F). DEPs current procurement policy is to source each
of these compounds from three suppliers determined through an annual
bidding process.

Typically the firm with the lowest price is considered the best bid.
The top bid receives 60 percent of DEPs business, while the other two firms
receive 25 and 15 percent, respectively. Management feels that this policy
protects DEP from material shortages and unreasonable price increases.
Table indicates the current compound suppliers and their performance
statistics (percentage of business/delivery time from order date/fill rate).

162
 Supplier A B C D E F

Company 1 60% 60% 15% 15%

3-8 days 2-9 days 5-8 days 6-9days
93% 94.5% 92% 94%

Company 2 25% 25% 15% 15%

4-6days 3-4days 2-4days 2-4days
95% 96% 98% 98.7%

Company 3 15% 15% 25% 25%

2-5days 2-4days 5-9days 4-6days
95.5 98% 97.5% 98.7%

Company 4 60% 60%

4-9days 2-9days
96.5% 97%

Company 5 60% 60%

4-7days 4-6days
98.3% 97%

Company 6 25% 25%

3-6days 3-5days
98.4% 96%

DEP currently uses the following performance criteria:

1 Delivery of A. On-time considered 4 days from date of order 2

days.
2 Delivery of B. On-time considered 4 days from date of order 2
days.
3 Delivery of C. On-time considered 4 days from date of order 2
days.
4 Delivery of D. On-time considered 5 days from date of order 2
days.
5 Delivery of E. On-time considered 6 days from date of order 2
days.
6 Delivery of A. On-time considered 6 days from date of order 2
days.

163
Notes
7 Minimum acceptable fill rate on all compounds is 92 percent.

The manufacture of polymer feedstock is highly standardized.

DEP has continually invested in technologically advanced manufacturing
equipment. As a result, DEP can quickly change processes to manufacture
different polymers.

In order to avoid material shortages and thereby maximize

production, DEP normally maintains a seven-days supply of each
compound. An earlier attempt at JIT manufacturing was abandoned after
DEP experienced material shortage and production shutdowns. As a
result, the manufacturing department is opposed to any reimplementation
of JIT type concepts.

The manufacturing department is electronically linked to the pro-

curement and marketing/sales departments. Marketing/sales receives cus-
tomer orders by phone or facsimile. The orders are then entered into the
information system. This allows manufacturing to monitor incoming ma-
terials shipments as well as schedule production runs. Under this system
most customer orders are produced within six to eight days of order.

Following production, orders are immediately sent to a warehouse

a short distance from DEP. At the warehouse shipping personnel verify
manufacturing tickets, match the manufacturing ticket with the purchase
order, and prepare shipping documents. Once the shipping documents
are completed, the order is prepared for shipment (e.g., palletized,
shrink-wrapped, etc.) and labeled. Once a shipment is labeled, delivery is
scheduled. Three to six days normally elapse from the time an order leaves
manufacturing until it is shipped from the warehouse.

Physical distribution is divided between the private DEP truck

fleet and common carriers. The majority of DEPs customers are within
a 200-mile radius. DEP trucks service these customers via twice-a-week
delivery routes. Customers beyond this delivery zone are serviced through
common carriers; delivery time fluctuates according to location and
distance but rarely exceeds six days from time of shipment.

****

164
 Notes

Lesson 3.2 - Performance Measurement and Controls

Learning Objectives

After reading this lesson you should be able to:

Understand different measurement and controls in supply chain

management
Analyse the benchmarking forms
Acquire knowledge on benefits of benchmarking
Execute key actions for success of supply chain.

Introduction

Performance measurement and controls in decision making in

Supply Chain Management happens through proper benchmarking.
Organizations that accomplish a particular activity at the highest value,
i.e. at the lowest cost and/or quality or efficiency are considered best-in-
class. In determining what qualifies as world class, benchmarking asks
the question: who are we now, and who do we want to be? The best
benchmarking efforts not only match the performance of others but also
motivate to exceed it.

Performance Standard

A benchmark is a standard of performance. Benchmarking helps

organizations indentify standards of performance in other organizations
and to import them successfully to their own. It allows organizations
to discover where they stand in relation to other. By indentifying,
understanding, comparing, and adapting ones own organization with the
outstanding practices and processes of others, an organization can target
problem area, set levels of performance, and identify solution to improve
results. A public sector organization can borrow the best practices of the
private sector, and vice versa.

165
Notes
Typically performed by internal personnel who already have a
thorough knowledge of the process under review, benchmarking looks
beyond performance measures and cost ratios. It considers the total
organizational impact.

In benchmarking with compare to others, an organization:

Determines how leading organizations perform specific processes

Compares their methods to its own uses the information to improve
upon or completely change its processes

Forms of Benchmarking

Benchmarking can take several forms, some of which are as follows:

Internal benchmarking studies the practices and performance
within the organization itself.

External benchmarking determines the performance of others,

preferably worldclass companies.

Quantitative benchmarking allows organizations to measure
progress toward goals and to set improvement objectives in terms
of specific performance measures or metrics. An example of a
metric benchmark might be cycle time is less than 25 hours, or
order fulfillment is less than 14 days these metrics are very precise
and based on detailed and careful analysis gleaned from surveys of
interviews.

Process benchmarking examines how top performing companies

accomplish a specific process. These studies are undertaken through
research, surveys, interviews, and site visits. Process benchmarking
studies often look at organizations that have recently and
successfully implemented reengineering or improvement efforts.

It is important when benchmarking with these stellar organizations

that you gain a clear understanding of the scope of their project, the
methodology they used, the critical success factors they were able to
identify, the challenges and opportunities they faced in implementation
and, finally, the important lessons they learned.

166
 Notes
Gap Analysis

When examining the best practices of others and drawing

comparisons, an organization will often perform what is called a gap
analysis. This is method that helps identify the performance or operational
differences between the organizations process and that of its benchmarking
partners, and to understand why the differences are there. One way to
identify these gaps is through a technique called Activity modeling, a
useful method for understanding how a business process really works by
first describing how things are (As-Is modeling), and then by how you
want them to be (As-Be modeling).

Each activity, usually diagrammed, shows the inputs to that

activity, the outputs of that activity, the controls or constraints on the way
the activity is performed, and the mechanisms or factors of production
consumed by the activity in transforming inputs to outputs.

Achieving Maximum Value

Benchmarking may sound a bit like industrial tourism, whereby

inferior organizations simply skim the cream from the top, spying and
copying on their superiors. In fact, benchmarking is an ongoing process
that generally doesnt yield quick fixes or panaceas. Its much more than
copycatting. Primarily a people-to-people interaction, benchmarking
requires curiosity, creativity, and an eagerness to build upon what others
have learned.

A common mistake organizations make in their benchmarking

Endeavours is to only benchmark someone within their own industry, or
worse yet, their competition. Your competition may not be best-in-class,
even if they are more profitable or successful than you. It may ultimately
be more beneficial to look at similar processes rather than industries-to
seek out companies that serve as excellent models for a particular business
process or function.

Benefits of Benchmarking:

Helps organizations to make better informed decisions;

Exposes organizations to innovations and breakthroughs;

167
Notes
Allows organizations to see beyond the barriers, to embrace change,
to think outside the box; and
Provides organizations with a methodology and a game plan for
accelerating, implementing, and managing change.

Key Actions in Benchmarking for Best Practices:

a. Understanding the Government Process to Improve: Choosing

an optimal benchmarking partner requires a deep understanding
of the process being studied and of the benchmarking process itself.
By thoroughly grasping the process you are reviewing, you establish
a reliable baseline of comparison. Your interview questions will
have more focus this way, and you also will feel confident that you
have selected appropriate comparison companies or organizations.
A great way to facilitate data gathering is by discussing the process
in detail with agency officials and then depicting the process in a
flowchart.

b. Research to Plan the Review: Before selecting comparison

organizations, you should research not only the organizations
themselves, but also current industry trends and developments.
There are many avenues of research at your disposal:

Literature-government documents, newsletters, and previously

published performance reports:
Internet and library searches: and
Conversations, surveys, or interviews with consultants, aca-
demics, and industry experts (this includes watchdog organi-
zations, professional associations, oversight commissions,
etc.)

These sources can provide you with the background information

you need to make the most effective use of your time, as well as your best
practice organizations time.

c. Select Appropriate Organizations: Your research should yield a

list of best practice organizations. Now you must determine how
many and which ones to visit. Experts suggest you keep the list to
manageable number, which can be as low as five. You will need to

168
 Notes
establish your own selection criteria. For instance, if you decided
to benchmark your organizations snow removal process, you might
determine that hilly terrain is significant criterion in selecting a best
practices partner. If you were going to benchmark DoDs inventory
system, you might decide that geographical diversity is an essential
evaluation criterion. In any case, what is most important is that you
find companies that are considered by experts to be among the best
at the process you are reviewing.

d. Collect Data from Selected Organizations: Develop a standard

list of questions that will structure the interview process and guide
your discussions. This list may need to be revised after you obtain
feedback from the first interview. Remember, your questions should
be geared to discovering common practices and characteristics
among the organizations you have indentified for benchmarking.
Site visits are often a part of this process, and can give you first
hand opportunities to observe a process in action. This is where
synergy between organizations can occur-a mutual sharing of ideas
and innovations.

e. Identify Barriers to Change: With your solid list of best practices

in hand, you are almost ready to make your recommendations. But
first, you should identify the barriers to implementation within
your organization, whether real or perceived. Some of these barriers
may be beyond your ability to control, such as regulatory and
statutory requirements. Others may be more deep seated, residing
within the organizational culture itself. You should be aware of
some of the difficulties these barriers may pose to implementation.
You should also consider the impact certain changes might have
on the organization itself. For example, what will be the effect of
a particular recommendation on the agencys ability to deliver a
service?

f. Make Recommendations for Change-Constructive and Convinc-

ing: It is recommended that you give your agency a basket of ideas
from which to choose. Flexibility should be built into the recom-
mendations, as your agency will need to adapt them to its unique
needs and functions. It also helps to outline the benefits as well as
the key steps that should be taken in order for implementation to be
successful. A pilot project can be an excellent way for your agency

169
Notes
to work through any obstacles or concerns, and to develop reliable
cost estimates for full implementation. Finally it is important to
remember that in any benchmarking process you must ensure that
your organization is in a position-both technically and psychologi-
cally-to implement change recommendations.

****

170
 Notes

Lesson 3.3 - Models for Decision Making

Learning Objectives

After reading this lesson you should be able to:

Know the set of decision phases in a supply chain system

Comprehend the intricacies of supply chain models
Analyse the different modeling systems
Strategically decide upon the suitable system

Introduction

Successful supply chain management requires many decisions

relating many decisions relating to the flow of information, product and
funds. These decisions fall into three categories or phases, depending on
the frequency of each decision and the time frame over which a decision
phase has an impact.

Decision Phases in a Supply Chain

1. Supply chain strategy or Design: During this phase, a company

decides how to structure the supply chain over the next several years.
It decides what the chains configuration will be, how resources
will be allocated, and what processes each stage will perform.
Strategic decisions made by companies include the location and
capacities of production and warehousing facilities, the products
to be manufactured or stored at various locations, the modes of
transportation to be made available along different shipping legs,
and the type of information system to be utilized. A firm must
ensure that the supply chain configuration supports its strategic
objectives during the phase. Dells decisions regarding the location
and capacity of its manufacturing facilities, warehouses, and supply
sources are all supply chain design or strategic decisions. Supply

171
Notes
chain design decisions are typically made for the long term (a
matter of years) and are very expensive to alter on short notice.
Consequently when companies make these decisions, they must
take into account uncertainty in anticipated market conditions over
the next few years.

2. Supply chain planning: For decisions made during this phase, the
time frame considered is a quarter to year. Therefore, the supply
chains configuration determined in the strategic phase in fixed.
This configuration establishes constraints within which planning
must be done. Companies start the planning phase with a forecast
for the coming year (or a comparable time frame) of demand in
different markets. Planning includes decisions regarding which
markets will be supplied from which locations, the subcontracting
of manufacturing, the inventory policies to be followed, and the
timing and size of marketing promotions. Dells decisions regarding
markets a given production facility will supply and target production
quantities at different locations are classified as planning decision.
Planning establishes parameters within which a supply chain will
function over a specified period of time. In the planning phase,
companies must include uncertainty in demand, exchange rates,
and competition over this time horizon in their decisions. Given
a shorter time horizon and better forecasts than the design phase,
companies in the planning phase, companies in the planning phase
try to incorporate any flexibility built into the supply chain in the
design phase and exploit it to optimize performance. As a result of
the planning phase, companies define a set of operating policies
that govern short-term operations.

3. Supply chain operation: the time horizon here is weekly or daily,

and during this phase companies make decisions regarding individ-
ual customer orders. At the operational level, supply chain configu-
ration is considered fixed and planning policies are already defined.
The goal of supply chain operations is to handle incoming customer
orders in the best possible manner. During this phase, firms allo-
cate inventory or production to individual orders, set a date4 that
an order is to be filled, generate pick lists at a warehouse, allocate
an order to a particular shipping mode and shipment, set delivery
schedules of trucks, and place replenishment orders. Because oper-

172
 Notes
ational decisions are being made in the short term(minutes, hours,
or days), there is less uncertainty about demand information. Given
the constraints established by the configuration and planning poli-
cies, the goal during the operation phase is to exploit the reduction
of uncertainty and optimize performance.

The design, planning, and operation of a supply chain have a

strong impact on overall profitability and success. Continuing with our
example, consider Dell Computer. In the early 1990s, Dell management
began to focus on improving the design, planning, and operation of the
supply chain, with the result of significantly improved performance.
Both profitability and the stock price have soared and Dell stock has had
outstanding returns over this period.

In later chapters, we develop concepts and present methodologies

that can be used at each of the three decision phases described earlier.
Most of our discussion addresses the supply chain design and planning
phases.

Overview of Supply Chain Models

We have highlighted the need to augment Transactional IT

Analytical IT for the purposes of integrated supply chain planning.
Analytical IT involves the implementation and application of two types
of mathematical models. First, there are descriptive models that modeling
practitioners develop to better understand functional relationships in the
company and the outside world. Descriptive models include the following:

Forecasting models that predict demand for the companys

finished products, the cost of raw materials, or other factors, based
on historical data
Cost relationships that describe how direct and indirect costs vary

as functions of cost drivers
Resource utilization relationships that describe
how
manufacturing activities consume scarce resources
Simulation models that describe how all or parts of the companys

supply chain will operate over time as a function of parameters and
policies.

173
Notes
This list is representative of the wide range of descriptive models
that the modeling practitioner might create to better understand a
companys supply chain.

Modeling Systems

Second, there are normative models that modeling practitioners

develop to help managers make better decisions. The term normative
refers to processes for identifying norms that the company should strive to
achieve. Our viewpoint is that normative models and optimization models
are synonyms. Further, we view optimization models as a synonym for
mathematical programming models, a venerable class of mathematical
models that have been studied by researchers and practitioners in the field
of operations research for over 50 years.7 Henceforth, we will use the term
optimization models to refer to models that might otherwise be termed
normative or mathematical programming.

The construction of optimization models requires descriptive

data and models as inputs. Clearly, the supply chain plan suggested by
an optimization model will be no better than the inputs it receives, which
is the familiar garbage-in, garbage-out problem. In many applications,
however, the modeling practitioner is faced with the reality that although
some data are not yet as accurate as they might be, using approximate
data is better than abandoning the analysis. In other words, many model
implementation projects pass through several stages of data and model
validation until sufficient accuracy is achieved.

Supply chain managers should also realize that the development

of accurate descriptive models is necessary but not sufficient for realizing
effective decision making. For example, accurate demand forecasts must
be combined with other data in constructing a global optimization model
to determine which plants should make met at minimal supply chain cost.
Similarly, an accurate management accounting model of manufacturing
process costs in necessary but not sufficient to identify an optimal
production schedule.

Of course, to be applied, a model conceptualized on paper must be

realized by programs for generating a computer readable representation
of it from input data. In addition, this representation must be optimized

174
 Notes
using a numerical algorithm, and the results gleaned from the output of
the algorithm must be reported in managerial terms. Programs for viewing
and managing input data and reports must be implemented. Depending
on the application, the modeling system must also be integrated with other
systems that collect data, disseminate reports, or optimize other aspects
of the companys supply chain. In short, an optimization model provides
the inspiration for implementing, validating, and applying a modeling
system, but the great bulk of the work is required by subsequent tasks.

Mathematical programming methods provide powerful and

comprehensive tools for crunching large quantities of numerical data
describing the supply chains of many companies. Experienced practitioners
generally agree about what is, or is not, an accurate and complete model
for a particular class of applications. Unfortunately, because most
managers are not modeling experts, they can easily be taken in by systems
that translate input data into supply chain plans using ad hoc, mediocre
models and methods.

The opportunity loss incurred by applying a mediocre modeling

system is not simply one of mathematical or scientific purity. Although
a mediocre system may identify plans that improve a companys supply
chain operations, a superior system will often identify much better plans, as
measured by improvements to the companys bottom line. For a company
with annual sales of hundreds of millions of dollars, rigorous analysis
with a superior modeling system can add tens of millions of dollars to
the companys net revenue, whereas analysis with a mediocre system may
identify only a small portion of this amount. Such returns justify the time
and effort required to develop and apply a superior system.

Brief Summary

Thus, with the goal of converting nonexperts to more knowledge

consumers of models and modeling systems, we provide in later chapters a
detailed introduction to mathematical modeling of supply chain decision
problems. We also provide a brief exposure to algorithms for optimizing
these models. The mathematical development uses algebraic methods that
are taught in high school, which should render it no more painful to read-
ers than their experiences during a typical algebra class in years gone by.

175
Notes
A more subtle, related point is that good models and modeling
systems expand the consciousness of managers and analysts regarding
decision options and methods for improving supply chain design
and operations. Their expanded consciousness relies on translations
of qualitative and quantitative concepts from diverse management
disciplines into modeling constructs employed by a modeling system.
These disciplines and the relevant concepts are discussed briefly in the
following section and in greater detail throughout the book.

Many of the ideas presented in this book stem from our experience in
projects where optimization models were applied. Of particular relevance
are applications of an off-shelf modeling system, called SLIM/2006, for
analyzing strategic and tactical supply chain problems. The principles used
in constructing and applying this system and the connections between
its optimization models and diverse management disciplines provided a
cornerstone to our thinking.

Self Assessment Questions

1. Diagram the DEP-GARD supply chain. What stages are adding

value? What stages are not?
2. Using the primary DEP suppliers (60 percent of business) what is
the minimum performance cycle for the supply chain diagrammed
above? What is the maximum?
3. Can the performance cycle be improved through use of the 25 and
15 percent suppliers?
4. If you were Tom Lippet, what changes would you make in DEPs
operations? Why? What problems do you foresee as you try to
implement these changes?
5. Assuming you can make the changes mentioned in question 4,
how would you sell Richard Binish on DEPs next bid? What will
likely be q2ualifying criteria and order winning criteria? Will
these change over time? What does this suggest about supply chain
management?
6. What should be the role of Supply Chain Management?
7. What do you mean by supply chain management?
8. What are the components involved in supply chin network?

176
 Notes
9. Explain Supply Chain Strategy Building Blocks
10. Explain the types of Manufacturing Strategy in supply chain
building Blocks.
11. What do you mean by channel strategy in supply chain building
Blocks?
12. Explain the Strengths and Weaknesses of Supply Chain Strategy
Building Blocks.
13. What do you mean by Bench Marking?
14. Explain the advantages of Bench Marking.
15. What are the forms of Bench Marking?
16. What do you mean by Gap analysis?
17. Write down the Key Actions involved in Benchmarking.
18. Describe the Performance Measurement in Supply Chain
Management.
19. What are the decision phases in a supply chain?
20. Explain Supply Chain Models and Modeling Systems.
21. List out the types of descriptive models.
22. Briefly explain forecasting models.
23. What do you mean by simulation models?
24. Explain the concepts of normative models.

177
Notes
CASE STUDY

Zwick Electrical: Developing a Global Logistics Strategy

Did the consultants come up with anything? asked Wilton Zwick.

His brother, Carlton, nodded affirmatively. There are several

possible alternatives. In terms of alliances it looks like they have identified
two potential partners. Here, take a look for yourself. Wilton quickly
scanned the reports front page. Hmm, Asea Brown Boveri and Siemens?

Carlton and Wilton Zwick are, respectively, president and vice

president of Zwick Electrical Incorporated (ZEI), a privately held company.
Carlton joined (ZEI), a privately held company. Carlton joined ZEI in 1973
after earning a marketing degree. After receiving an engineering degree in
1975 Wilton spent four years with an electrical products division of a
major firm in Pittsburgh. He then joined ZEI in late 1979.

ZEI began operations in 1952 when Gunter Zwick, Carlton and

Wiltons father, opened for business in Clevenland, Ohio. In the early years
ZEIs product line was limited to electric motors and parts. The company
gradually expanded its product line to include power transformers, high-
voltage switchgear, and metering devices. By the mid-1960s ZEI had added
production facilities in Cincinnati, Ohio, and Louisville, Kentucky.

In 1968 gaps in ZEIs product line prompted the elder Zwick

to purchase EL Transmission and Power (ELTP), a Memphis-based
power transmission equipment company. Although ELTPs Memphis
headquarters was closed, ZEI retained the Memphis distribution center
and engineering department. ELTPs manufacturing plants in Chattanooga
(Tennessee), Springfield (Missouri), and Shreveport (Louisiana)
continued operations under ZEI.During the 1970s no further acquisitions
were made. The plants in Cincinnati and Chattanooga were significantly
expanded to handle ZEIs increasing business. Minor renovations were
made in the Cleveland and Springfield facilities.

Although business took a sharp downturn in the early 1980s, ZEI

management remained optimistic about the future. At Wiltons urging,
the engineering staffs were increased and plans were made to build a

178
 Notes
modern facility in the Southeast. In 1984 ZEI opened a new plant and
distribution center in Greenville, South Carolina. This plant specializes in
power transformers and high voltage switchgear.

In 1987 Gunther retired from ZEI. At that time he appointed

Carlton as president and Wilton as executive vice president. In reality
Carlton is in charge of everything except product design. Wilton oversees
product design and consequently works closely with the engineering and
production departments.

Following the downturn of the early 1980s ZEI enjoyed modest

growth until 1988. At that time it became apparent that the American
power business, plagued by overcapacity, had stagnated. It became obvious
that ZEIs Cleveland, Louisville, and Shreveport plants were seriously
outdated. A decision8 was made in 1990 to renovate Shreveport and close
production facilities in Cleveland and Louisville.

This decision was particularly difficult for Carlton to accept.

Carlton believed that ZEI could not expect loyalty from its workers unless
it demonstrated concern for their welfare in difficult times. Wilton,
although sympathetic to the plight of the workers, had been watching
European and Japanese firms erode Americas market share in the power
business. He felt that SEI must remain competitive. If that meant closing
noncompetitive facilities, so be it.

At this time the Zwick brothers also decided that ZEI needed to
aggressively pursue international markets. SEI had sporadically exported
in the past but only if a foreign customer initiated the contact. Electing
for a more proactive posture, SEI entered into an agreement with an export
management company, Overseas Venture Management (OVM).

OVM acts primarily as a manufacturers representative for ZEI in

Western Europe. OVM receives a commission on each sale of ZEI product
plus a fixed rate for representing ZEI at European trade fairs. In 1989, the
first year of the agreement, OVM sales represented less than one-half of
1 percent of total ZEI sales. That figure improved to slightly more than 1
percent in 1990.

The Zwick brothers were generally pleased with OVMs perfor-

mance. Although OVM sales in 1991 and 1992 represented less than 3

179
Notes
percent of total ZEI sales, trade fair appearances had generated consider-
able interest in ZEIs line of power semiconductors (electronic switch-
ing devices for high-voltage transmission). In fact, power semiconduc-
tors represented 70 percent of ZEIs European sales in 1991 and 1992. In
particular, the rebuilding of Eastern Europe offered a potentially lucrative
power semiconductor market. OVM sales were expected to increase mod-
estly in 1993.

Future growth in Europe was threatened, however, by stagnant

economies and the fear of Fortress Europe. In 1987 European leaders
agreed, through the Single European Act, to create a single, integrated
market. This borderless Europe opened protected markets, creating a large
regional trading bloc. Some business analysts predicted that this trading
bloc will erect trade barriers designed to protect European-domiciled
companies, thus leading to a fortress mentality.

Troubled by such predictions abroad and eroding market share at

home, ZEI sought the advice of an international consulting firm. In initial
discussion with the consultants the Zwick brothers had underscored three
primary objectives:

1. Maintain SEIs access to international markets as regional trading

blocs develop. The Zwick brothers believe that several of their
products could attain substantial success abroad.

2. Increase international sales of SEI products at a greater pace than

OVM had attained. SEI would like international sales to be 15 to
20 percent of company sales by the year 2000. The Zwick brothers
doubt a manufacturers representative will be able to produce that
level of sales.

3. Find complementary product lines from overseas suppliers to add

to ZEIs United States product line. Product development costs
hamper ZEIs efforts to develop complete product lines in-house.
Evidence suggests that ZEI is losing business to domestics and
foreign competitors that offer more complete product lines. Many
of those competitors enjoy substantially lower product development
and production costs by developing and sourcing products from
lower-cost countries.

180
 Notes
As the dialogue with ZEI continued, the consultants identified
several areas of concern. First, despite ZEIs nearly five-year relationship
with OVM, the level of international business savvy with SEI was quite
low. Second, neither Zwick brother indicated any desire to relocate
outside the United States. Third, the Zwick brothers were so accustomed
to making their own decisions that consultants wondered how effectively
they would work with an outside organization. Of course, the consultants
also realized that foreign competition and sliding profits had convinced
many7 American companies to reexamine the way they did business. With
that in mind, the consulting firm has suggested that SEI consider, as one
alternative, entering into a business relationship with either ABB Asea
Brown Boveri (ABB) or Siements AG.

ABB Asea Brown Boveri Ltd.

Id rather be roughly right and fast than exactly right and slow.
The cost of delay is greater than the cost of an occasional mistake. [Percy
Barnevik, president and chief executive, ABB Asea Brown Boveri Ltd.]

Guided by that kind of thinking, Percy Barnevik, in 1987, fashioned

a merger between two prominent European firms: Asea AB (Sweden) and
BBC Brown Boveri Ltd. (Switzerland). In typical Barnevik style the merger
was quietly initiated and quickly concluded, deftly avoiding possible
delays from government, union, or shareholder opposition. The result of
this Swedish-Swiss merger, ABB, Found itself with 180,000 employees and
annual sales of about $18 billion (Figure).

Effective october 1, 1993, abb reorganized into four business

segments (power plants, power transmission and distribution, industrial
and building systems and transportation) and three economic regions
(europe, the americas, and six business segments: power plants, power
transmission, power distribution, industry transportation, and various
activities.

Each business segment is composed of distinct business areas (Bas).

Under the new alignment ABB has fifty BAs. The bulk of its revenues
is still generated by the power-related business segments (Figure). Chief
competitors GE (U.S.), Siemens (Germany), Hitachi and Mitsubishi
(Japan) have all diversified away from the power industry.

181
Notes

Power Plants 11.7

Transportation 3.9
Industry 8.9
Others 25.5
Power Distribution 12.8
Power transmission 19.4
Environmental controls 11.1
Financial Services 6.7

ABB annual sales percentage by segment (1987)

Power Plants 20.5
Transportation 7.8
Industry 13.1
Others 29.5
Power Distribution 9.9
Power transmission 16.8
Financial Services 2.4

ABB annual sales percentage by segment (1991)

History

Prior to the merger, Asea AB and BBC Brown Boveri Ltd. Were
widely regarded as national industrial treasures in their respective
countries. Each firm had earned that respect by developing and supplying
products for nearly a century.

Brown Boveri, primarily a manufacturer of heavy-duty transformer

and generators, had large customer bases in Germany and the United
States. But the engineer-led firm had been experiencing declining profits
since the late 1970s. An analysts report identified empire-building
subsidiaries as a major problem. Lacking a clear corporate strategy, many
Brown Boveri subsidiaries independently engaged in R&D, marketing,
and production. Such duplicative costs contributed to dividend-free
years in 1986 and 1987.

182
 Notes
In the late 1970s Asea AB was slowly growing, a dominant force
in the Swedish electrical engineering and power plant market. That
changed in 1980. Barnevik took over the firm and began to behave in
a very un-Swedish manner. First order of business? Slash overhead at
Asea headquarters. In the first 100 days Barnevik reduced Aseas main
office staff from 1,700 to 200. (This was to become a Barnevik trademark.
In subsequent acquisitions the first order of business was always the
severe reduction of headquarters personnel.) Responsibility was shifted
downward as numerous profit centers, with specific target goals, were
established. Throughout the 1980s other Scandinavian firms were acquired
(Stromberg-Finland, Flotech-Denmark, Elektrisk Bureau-Norway) in
an effort to widen Aseas electromechanical product line as well as its
distribution channels. Further expansion took Asea beyond Europe to
Asia and North America. In eight years Barnevik tripled Aseas sales and
increased earnings fivefold.

While on this acquisition growth binge Barnevik was contemplating

the future European landscape. A borderless Europe would open protected
markets. For Asea that meant an opportunity to wrest part of the power
plant market away from domestic firms. This realization eventually led
Barnevik to approach Brown Boveri. The Asea/Brown Boveri merger,
domiciled in Zurich, Switzerland, became official January 5, 1988.

After the merger Barnevik rationalized, or streamlined, the ABB

workforce and then launched a series of acquisitions. In 1989 ABB entered
a joint venture with Italys state-owned Finmeccanica and completed a
buyout of Westinghouse Electric Corporations United States power
transmission and distribution business. The following year saw ABB:

(1) Assume control of Combustion Engineering, an American boiler

and nuclear plant builder;
(2) Move into Eastern Europe with a majority position in Zamech, a
Polish turbine maker; and
(3) Establish links with an East German electrical-equipment supplier,
Bergmann-Borsig.

In 1991 ABB acquired Bergmann-Borsig and continued its

aggressive investment in Central and Eastern Europe by entering into
approximately thirty joint ventures. By 1992 ABB held roughly 1,300

183
Notes
subsidiaries spread across Europe, Asia, North America, Latin America,
Africa, Australia, and New Zealand. In 1993 it was reported that ABB
would expand further into Asia and Eastern Europe.

Organization

In order to control this far-flung network ABB employs a matrix

organization, divided by products and geography.

The four major product lines are subdivided into Bas. Each BA
manager is responsible for setting global strategy for that product line.
That responsibility includes setting and monitoring factory cost and
quality standards, allocating export markets among the BA factories,
and personnel management and development. Within each of the three
primary geographical regions ABB is divided by country. County managers
deal with national and local governments, unions, laws, and regulations.
They operate traditional national companies. But the country managers
also work across Bas by coordinating all operations within their assigned
country. It is this latter role that links business segments and attempts to
create an efficient distribution and service network across product lines.

At a still lower level is the company manager. This person is

responsible for a single facility and its products. The company manager
reports to two bosses: the BA manager and country manager. This matrix
organization creates what Barnevik prefers to call a multi domestic
rather than a multinational company. It is, in Barneviks opinion, the multi
domestic firm that can truly think global, act local. Company managers
are usually nationals of the country in which they are employed. Naturally
they are familiar with local customs and marketplace. But they are also
forced to think globally because of the BA managers global strategy (i.e.,
export markets) for the domestically produced foods. As a consequence,
ABB plants typically produced goods. As a consequence, ABB plants
typically produce a variety of products for the local market and a narrower
line for export. The narrower line reflects the particular specialty or core
product of that plant. Barnevik notes that this strategy forces a plant to be
flexible to meet specific local needs while still producing internationally
competitive products for export.

In order for the matrix system to work Barnevik tries to over in-
form. Information is continually disseminated in face-to-face meetings

184
 Notes
between executive committee members and business area, country, and
company managers.

But it is Abacus, ABBs management information system, that ties

the highly decentralized company together. Abacus provides centralized
reporting to ABBs 1,300 subsidiaries and 5,000-plus profit centers.

In addition to traditional financial performance measures Barnevik

reviews aggregated and disaggregated results by business segments,
country, and companies. It is within this latter information that Barnevik
discerns trends and problems. With little fanfare, the situation is discussed
with appropriate ABB personnel. A course of action is quickly planned
and implemented.

Siemens AG

Siemens, a German company, has fifteen business segments: power

generation, power transmission and distribution, industrial and build-
ing systems, drives and standard products, automation, private commu-
nication systems, public communication networks, defense electronics,
automotive systems, semiconductors, medical engineering, passive com-
ponents and electron tubes, transportation systems, audio and video
systems, a 1990 merger with Nixdorf resulted in the formation of Siemens

Drives/ Standard Products 7.6

Automation 6.6
Communication 21
Medical Engineering 8.9
Others 17.6
Industrial/ Building Systems 9.9
Power Sectors 13.7
SNI 14.7

Siemens annual sales percentage by segment (1992)

Nixdorf Informations system AG (SNI). SNI, second largest

computer company in Europe after IBM, is a separate legal entity. Figure
indicates the relative importance of the various business segments.

185
Notes
History

In 1847 Werner Siemens and J.G. Halske formed Siemens & Halske
(S&H) to manufacture and install telegraphic systems. The company was
successful and within ten years found itself constructing an extensive
telegraph system in Russia as well as developing the first successful deep-
sea telegraphic cable.

Spurred by such accomplishments S&H diversified into other

products. By the late 1800s S&H had become involved in telephones,
electrical lighting, X-ray tubes, and power-generating equipment.

Growth continued into the 1900s until the outbreak of World War
I. With civilian demand dampened, S&H sought military contracts. During
the war the company supplied the German military with communication
devices, explosives, rifle components, and aircraft engines.

Defeat of the German state carried a penalty for S&H. Its assets in
England and Russia were seized by the respective governments. Despite
such losses S&H continued operations, concentrating on electrical
manufacturing. In 1923 S&H began producing radio receivers. Soon
thereafter the firm once again moved into international markets, setting
up an electrical subsidiary in Japan and developing hydro projects in
Ireland and the Soviet Union. War again interrupted S&Hs Business.
During World War II S&H devoted the majority of its manufacturing
capacity to military orders. The companys electrical skills were utilized
in the development of an automatic-pilot system for airplanes and the
German V-2 rocket. As a result, S&H factories were frequently targeted
for Allied bombing raids. After the Soviet army gained control of Berlin
in 1945, S&Hs corporate headquarters was destroyed.

Following World War II S&H relocated to Munich. By the early

1950s S&H was again producing a variety of products for consumer
electronics, railroad, medical, telephone, and power-generating equipment
markets. S&H established an American subsidiary in 1954. By the end of
the 1950s S&H had broadened into data processing and nuclear power.

In 1966 S&H underwent a major reorganization. All subsidiaries

were brought under the direct control of the parent company. In turn,

186
 Notes
the parent company reincorporated and emerged with a new name,
Siemens AG.

By the 1970s Siemens had once again become a respected interna-

tional competitor in electrical manufacturing. Siemens displaced West-
inghouse as the worlds number two electrical manufacturer. This pitted
Siemens against number one General Electric in numerous markets in the
1970s and 1980s. Despite a series of acquisitions and mergers in the 1980s
Siemens remained a Euro-centered organization for the next decade.
Sales in 1992 show that 75 percent of Siemens sales occur in Europe, with
46 percent of that amount in Germany alone (Figure).

Organization

From 1847 until 19811 a Siemens family member controlled the

day-to-day operations. That changed with the retirement of Peter von
Siemens in 1981. Since that time the company has been directed by non-
Siemens family members.

Rest of Europe 29
Other region 4
North America 10
Asia 8
Germany 46
America 3

Siemens sales percentage by region

Siemens corporate structure is based on the concept of decentralized

responsibility. This philosophy is supported by a flat hierarchy and,
consequently, short decision-making paths. Management believes that
decentralized organization guarantees maximum market responsiveness
in todays competitive environment.

The corporate structure is characterized by three primary divisions:

groups, regional un its, and corporate divisions and centralized services.
The groups are the previously mentioned fifteen business segments as well
as several legally independent business entities (e.g., SNI). Headed by a

187
Notes
group president, the group has worldwide responsibility for its business
activity. The groups are intended to act as stand-alone businesses,
resembling an independent company.

The role of the regional units Is to implement the business goals

of the groups. The regional units must encourage maximum local units
understand each groups overall strategy. In most cases the regional unit
deals directly with local subsidiaries.

The utilization of corporate divisions and centralized services

is intended to separate staff functions from service units. Within the
corporate divisions there are five main corporate departments: finance,
research and development, human resources, production and logistics,
and planning and development. These departments provide general
guidelines and seve as a coordinating function in their particular area.
This coordinating function supports each groups business while keeping
Siemens overall strategic goals in mind.

Having finished the consultants report Wilton Zwick leaned back

in his chair and wondered about ZEIs future. He realized that ZEIs
decision would, in large measure, determine the companys future. A
misstep at this juncture might be disastrous. A correct decision, however,
could launch a new era of growth and prosperity.

****

188
 Notes

UNIT IV

Unit Structure

Lesson 4.1 - Supply Chain Inventory Management

Lesson 4.2 - Multichannel Inventory System
Lesson 4.3 - Supply Chain Facility Layout
Lesson 4.4 - Capacity Planning
Lesson 4.5 - Inventory Optimisation
Lesson 4.6 - Routing and Scheduling

Lesson 4.1 - Supply Chain Inventory Management

Learning Objectives

After reading this lesson you should be able to:

Understand the basic tenets of the Supply chain Inventory
Management System
Discern the underlying concept of Economic Order Quantity(EOQ)
Analyse the assumptions and derive the EOQ
Acquire knowledge on Reorder Point Models

Introduction

One of the most paramount factors in supply chain managements

success is squarely dependent on Supply Chain Inventory Management.
The two primary attributes which determine the vitality of this are
Economic Order Quantity (EOQ) and Reorder Point System. In this
chapter we can envisage the basic tenets of these concepts by delving a bit
on the applications of the same in practice.

189
Notes
The Economic Order Quantity Model

The Economic Order Quantity (EOQ) model is classic independent

demand inventory system that provides many useful ordering decisions.
The basic order decision is What is the correct order size to minimize
total inventory costs? This issue revolves around the trade-off between
annual inventory holding costs and annual order costs. When order sizes
for an item are small, orders have to be placed on frequent basis, causing
high annual ordering cost. However, the firm has a low average inventory
level for this item, resulting in low annual inventory holding cost. When
order sizes for an item are large, orders are placed less frequently, causing
lower annual order costs. Unfortunately, this also causes the average
inventory level for this item to be high, resulting in higher expenses to
hold the inventory. The EOQ model seeks to determine an optimal order
quantity, where the sum of the annual order cost and the annual inventory
holding cost is minimized.

Order cost is the direct variable cost associated with placing an

order with the supplier, whereas holding cost or carrying cost is the cost
incurred for holding inventory in strange. Order costs include managerial
and clerical costs for preparing the purchase, as well as other incidental
expenses that can be traced directly to the purchase. Examples of holding
costs include warehousing expense, handling charge, insurance, pilferage,
shrinkage, taxes, and the cost of capital.

Assumptions of the Economic Order Quantity Model

Users must carefully consider several assumptions when determin-

ing the economic order quantity:

1. The demand must be known and constant. For example, if there are
360 days per year and the annual demand is known to be 720 units,
then daily usage must be exactly two units throughout the entire
year.
2. Delivery time is known and constant. For example, if the delivery
time is known to ten days, each and every delivery will arrive exactly
ten days after the order is placed.
3. Replenishment is instantaneous. The entire order is delivered at
one time, and partial shipments are not allowed.

190
 Notes
4. Price in constant. Quantity or price discounts are not allowed
5. The holding cost is known and constant. The cost or rate to hold
inventory must be known and constant.
6. Ordering cost is known and constant. The cost of placing an order
must be known and remains constant for all orders.
7. Stock-outs are not allowed. Inventory must be available at all times.

Deriving the Economic Order Quantity

The economic order quantity can be derived easily from the total
annual inventory cost formula using simple calculus. The total annual
inventory cost is the sum of the annual purchase cost, the annual holding
cost, and the annual order cost.

The formula can be shown as:

TAIC = APC+AHC+AOC= (R*C)+(Q/2*K*C)+(R/Q*S)

Where
TAIC = total annual inventory cost
APC = purchase cost
AHC = annual holding cost
AOC = annual ordering cost
R = annual requirement or demand
C = purchase cost per unit
S = cost of placing one order
K = holding cost rate, where annual holding cost per unit k*c
Q = order quantity

Since R, C, K and S are assumed to be constant, Q is the only

unknown variable in th TAIC equation. The optimum Q (the EOQ) can
be obtained by taking the first derivative of TAIC with respect to Q and
then setting it equal to zero. A second derivative of TAIC can also be taken
with respect to Q to prove that the TA IC is at the minimum.

==> dTAIC/dQ = 0 + (1/2*k*c) + (-1*R*S*1/Q2 )

= kC/2 - RS/Q2

191
Notes
then setting equal to zero,

(kC/2 - RS/Q2) = 0
or kC/2 = RS/Q2
or Q2 = 2RS/kC
then EOQ = 2RS/kC

The second derivative of TAIC is;

(d2 ATC/dQ2 ) = 0 - (-2 * (RS/Q3)) = (2RS/Q3) >= 0

Implying the TAIC is at its minimum.

The annual purchase cost drops off after the first derivative is taken.
The managerial implication here is that purchase cost does not affect the
order decision if there is no quantity discount (the annual purchase cost
remains constant as long as the same annual quantity is purchase). Thus,
the annual purchase cost is ignored in the classic EOQ model.

Reorder Point Models

A reorder point system is a widely used way to identify purchase

needs. Such system uses information regarding order quantity and
demand forecast that are unique to each item or part number maintained
in inventory. Each item in a reorder point system, which is usually
computerized, has a predetermined order point and order quantity. When
inventory is depleted to given level, the system notifies the material control
department (or the buyer in some organizations) to issue a request to a
supplier for inventory replenishment. This signal might be a blinking light
on a screen, a message sent to the material control departments e-mail
address, or computer report. Most reorder point systems are automated
using predetermined ordering parameters (such as an economic order
quantity, which considers inventory holding and ordering costs).
Computer-based systems can instantly calculate reorder point parameters.
Most systems can also calculate the cost tradeoffs between inventory
holding costs, ordering costs, and forecast demand requirements. Reorder
point systems are used for production and nonproduction items.

192
 Notes
An automated reorder point system efficiently identifies purchase
requirements. This type of system can routinely provide visibility to cur-
rent inventory levels and requirements of thousands of part numbers. The
reorder point system is the most common method for transmitting rou-
tine material order requests today, particularly for companies that main-
tain spare part distribution centers. Students interested in learning more
about reorder point systems should consult an inventory management
textbook.

****

193
Notes

Lesson 4.2 - Multichannel Inventory System

Learning Objectives

After reading this lesson you should be able to:

Understand the tenets of multichannel inventory system

Manage a basic form of multichannel inventory system
Ascertain and assess the determinants of the system

Introduction

In our discussions so far we have considered lot sizing decisions

to be localized at a single stage of a supply chain. In multi-echelon supply
chains there are multiple stages, with possibly many players at each stage
and one stage supplying another. Each participant in a multi-echelon
system must decide on their lot size. One simple approach is for each
participant in a multi-echelon system to aggregate its demand and solve
for the appropriate EOQ to obtain the lot size.

One problem with this approach is that it may result in

replenishment orders not being coordinated and the supply chain holding
more cycle inventory than required. Another problem with this approach
is that it may lead to an unnecessarily large number of orders, resulting
in a high order cost in the supply chain. In both cases, the goal is to find
ordering policies that coordinate orders across the supply chain.

Multichannel Inventory System

First consider a simple multi-echelon system with one manufacturer

supplying one retailer. Assume that production is instantaneous so the
manufacturer can produce a lot when needed. If they have the same optimal
lot size Q but are not synchronized, the manufacturer may produce anew
lot of size Q right after shipping a lot of size Q to the retailer. Inventory
at the two stages is as shown in Figure In this case the retailer will carry

194
 Notes
an average inventory of Q/2 and the manufacturer will carry an aver ager
inventory of about Q.

In contrast, if the manufacturer synchronizes his production to

match shipment to the retailer, he can arrange for his lot to be produced
just when the retailer order is to be shipped. In this case, the manufacturer
will carry no inventory and the retailer will carry an average inventory of
Q/2 as before. Synchronization of replenishment orders allows the supply
chain to lower total cycle inventory from about 3Q/2 to Q/2 in this case.

Inventory profile at Retailer and Manufacturer with No Synchronization

Management of Multichannel Inventory System

When a supply chain has a series or stages, the goal is to synchronize

lot sizes at different stages in a way that no unnecessary cycle inventory is
carries at any stage. One method of achieving synchronization in a supply
chain with a single series of stages is to devise inventory policies that are
nested and have stationary intervals.

An inventory policy is nested if a particular stage S and its

customers orders are synchronized such that the replenishment order
arrives at stage S just in time for the replenishment order to be shipped to

195
Notes
a customer of stage S. stage S, however, may replenish less frequently than
its immediate customer stage. A policy has stationary intervals if every
stage reorders after a fixed interval of time. Following a nested policy is
equivalent to stating that each stage has the opportunity to cross-dock at
least a part of its replenishment order because cross-docking can occur
when both stages are to be replenished in coordinated manner.

For a supply chain with stages in a single series, ordering policies

where the lot size at each stage is an integer multiple of the lot size at its
immediate customer (a nested policy) have been shown to be quite close
to optimal. Such an ordering policy is equivalent to having lot sizes at each
stage be an integer multiple of the amount cross-docked on to the next
stage; that is, one out of every k orders from the customer stage is cross-
docked where k is an integer. The extent of cross-docking will depend
upon the ratio is between two stage, the higher the optimal percentage of
cross-docked product.

A slightly different issue arises when one party in a supply chain

supplies multiple parties at the next stage of the supply chain, such as
when a distributor supplies many retailers. In this case, a nested policy is
not very effective if some retailers have very low demand and others have
high demand. Here it may be better for retailers with low demand to order
less frequently than the distributor because ordering more frequently will
increase the order cost in the supply chain. In this setting,

Roundy (1995) has shown that retailers should be grouped such

that all retailers in one group order together and for any retailer, either the
ordering frequency is an integer multiple of the ordering frequency at the
distributor or the ordering frequency is an integer multiple of the ordering
frequency at the distributor or the ordering frequency at the distributor is
an integer multiple of the frequency at the retailer. An example of such a
policy is shown in Figure.

Under this policy the distributor places a replenishment order

every two weeks. Some retailers place replenishment orders every week and
others place replenishment orders every two or four weeks. Observe that
for retailers ordering more frequently than the distributor, the retailers
ordering frequency is an integer multiple of the distributors frequency.

196
 For retailers ordering less frequently than the distributor, the
distributors ordering frequency is an integer multiple of the retailers
frequency.

Illustration of an Integer Replenishment Policy

If the distributor orders more frequently than the retailer, all

shipments to the retailer are cross-docked as shown in Figure. For
retailers ordering every four weeks, replenishment at the distributor can
be synchronized with shipment to retailers. Thus, every four weeks, the
distributors replenishment order arrives just in time to be cross-docked
and shipped to the retailers placing orders once every four weeks as shown
in Figure. If the distributor orders less frequently than the retailer, some
of the retailers replenishment ordering every week, every second week
the replenishment order at the distributor arrives just in time to be cross-
docked and shipped to the retailer as shown in Figure. Every other week,
however, the replenishment order to retailers is shipped from inventory.
Thus, half the replenishment orders are cross-docked in this case.

197
Notes
Determinants

Considering the supply chain shown in Figure as a set of stages

with all parties at a one stage being customers of some party at the previous
stage and suppliers to other parties at the next stage. For such a multi-
echelon distribution supply chain, a good replenishment policy has the
following characteristics:

All parties within a stage are divided into groups such that all parties
within a group order simultaneously from the same supplier.

When a party receives a replenishment order, the receipt should

be synchronized with the shipment of a replenishment order
to at least one of its customers. In other words, a portion of any
replenishment order at a stage should be cross-docked on to the
next stage.

A Multi-Echelon Distribution Supply Chain

If a customer replenishes less frequently than its supplier, the

supplier replenishment frequency should be an integer multiple of
the customer replenishment frequency and replenishment at both
stages should be synchronized to facilitate cross-docking. In other
words, a supplier should cross-dock all orders from customers who
reorder less frequently than the supplier himself.

198
 Notes
If a customer replenishes more frequently than its supplier, the
customers replenishment frequency should be an integer multiple
of the suppliers replenishment frequency and replenishment at
both stages should be synchronized to facilitate cross-docking.
In other words, a supplier should cross-dock one out of every k
shipments to a customer who orders more frequently than himself,
where k is an integer.

Thus, the relative frequency of reordering will depend upon the

setup cost, holding cost and demand at different parties.

****

199
Notes

Lesson 4.3 - Supply Chain Facility Layout

Learning Objectives

After completing this chapter, you should be able to:

Ascertain the knowledge on criteria for the layout decision and

flow process
Analyse the batch processing and finding the pattern of layouts
Take calls on systematic layout planning
Understand techniques of relationship diagram
Explain the role of computers in determining a job shop layout.

Introduction

Facility layout is the arrangement of the work space. Broadly

defined, it can involve questions at three levels of detail.

1. At the highest level, how should the departments or work groups be

arranged? Which departments or groups should be adjacent, and
which can be placed far there apart? For example, in a hospital, how
close should the pediatrics department be to the X-ray department?

2. Next, within the departments or work groups, how should people,

equipment, and storage be arranged? How large should the
department be? Within an X-ray department, how much equipment
should there be, and how should it be arranged? The department
may need more than one machine, space for viewing X-rays, and
storage.

3. Finally, how can the arrangement of each work space within a

department be designed so that assigned tasks can be efficiently
and effectively carried out? How should the workstation where
the technician operates the machine be arranged? How should the
space for viewing X-rays be designed for easy use by doctors and
technicians?

200
 Notes
These layout issues are all related. For example, the size of the
facility is dependent on the size of each department, which, in turn, is
dependent on the number of people, the amount of equipment, and the
amount of storage space. The amount of space each person needs is a
function of how well the individuals work space has been designed. It
should be clear from this description that capacity and layout are related
because the capacity a company is seeking to achieve determines the
number of people and the amount of equipment used in its operations.

Criteria for the Layout Decision

The objectives of facility layout are similar, regardless of whether

the layout is for an office building, a steel mill, a hospital, or a ship. One
objective is to provide convenient access between two groups or departments
that interact heavily. It costs money to move people, information, and
materials around a facility management would like to minimize that cost
without reducing the organizations overall effectiveness.

In some cases, departments that depend on the same resource may

have to be located physically close together even though they interact
very little. This arrangement allows them to share expensive resources.
For example, both shipping and receiving may require use of an overhead
crane to load and unload heavy parts to railcars. Because both departments
require access to the crane and the railcars, they are likely to be located
close together even if they interact very little. In an office layout, two
departments that interact very little may require access to expensive
copying and printing capabilities that would be too expensive to duplicate.

In other cases, departments or functions that are potentially

detrimental to one another should be separated to the extent possible. A
sanding operation and a painting operation are not compatible because
the grit from sanding may travel through the air and land on the fresh
paint. These operations are likely to be physically separated unless special
are built for painting.

In retail services operations, another dimension, the impact

of layout on the customer, often dominates the layout decision. While
layout cost and floor space utilization are important for discount retailers,
customer access and convenience dominate the layout decision. Retailers

201
Notes
like Wal-Mart, Meijer, and Kroger lay out their stores to make it easy for
customers to find products they need. For upscale retailers like Victorias
Secret, layouts are conceived to entice customers to purchase high-profit
margin items. These elements of the layout question are typically discussed
in marketing textbooks and courses.

Overview of the Layout Question

The techniques and methods used to determine facility layout

depend upon the process used in operations. Product-oriented layouts
are used in continuous flow shops, assembly lines, batch operations,
manufacturing cells, and flexible manufacturing systems to take advantage
of an dominant product flow.

In most cases, the layout is obvious once the production sequence

is determined. Basing the facility layout on this flow allows the firm to
reduce the cost of moving materials and people around the facility. In
process-oriented layouts, products and people move around the facility in
many different paths.

Finding the layout that serves these different paths requires a

different, more detailed, approach to facility layout. The methods and
techniques for facility layout for each process type are discussed in the
remainder of the chapter. A fixed-position layout, which is used for
projects that make large one-or-a kind products, is discussed in the project
management chapter.

The following list provides some examples of companies for each

process type.

Continuous Flow Shop

Sorting mailThe U.S. Postal Services sorts millions of pieces of

bulk mail daily.
Making paperLongview Fibre transforms trees into wood pulp,
continuously.
Transaction processingCitibank processes checks, Amazon.
com processes customer orders, the federal government processes
FAFSA (financial aid forms).

202
 Notes
Assembly lines

AutomobilesDaimlerChrysler assembles automobiles.

Food preparationDiGiorno assembles frozen pizza for your
supermarkets.
MicrocomputersGateway assembles personal computers.
Batch

MedicineMerck creates a variety of medicines in large batches

using the ssamd equipment.
SurgeryShouldice Hospital specializes in hernia surgery.
LumberWeyerhaeuser cures lumber in specially design kilns
(furnaces).

Manufacturing Cells and Flexible Manufacturing Systems

Metal forming operationsWyman-Gordon forges many different

parts for the automotive industry.
Hospitals servicesHospital wards group together patients with
similar needs to improve service and lower costs.

Job Shop

OfficesColleges of business strive to achieve a layout that locates

colleagues with similar fields close together.
Medical servicesemergency room layouts cope with a wide
variety of medical problems.

Continuous Flow Processes

The layout for a continuous flow operation builds directly on the

concept of minimizing the distance that people, information, and material
move. An activity matrix for a continuous flow process is shown in Exhibit
This matrix organizes and displays the movement of people, parts, or other
things between departments. The zeros in Exhibit indicate no movements
between those pairs of departments.

203
Notes
The number ten represents ten items moving from one department
to another. The items could be pieces of wood used to make furniture,
stock purchase transactions, or even people moving from one point to
another.

The matrix does not consider movements from department 1

to department 1,2 to2, and so on. These interdependent moves would
be considered as part of the layout within the department. As shown
in the matrix in Exhibit, product movement follows the same sequence
through the departments: 1-2-3-4-5. The flows between any other pair
of departments or in any other sequence are zero. As a result, the layout
that minimizes the costs of moving between departments is simpleit
follows the products sequence of operations. This is why a continuous
flow process and assembly lines are said to have product-oriented layouts.

Even in cases where other minor product movement exists, the

dominant flow will govern the layout. It is only when these other flows
become significant that the process is no longer a continuous flow or an
assembly line. When many different paths or sequences occur, the process
takes on characteristics typical of a job shop.

Because the layout for continuous flow processes follows the

products sequence of operations, the technical aspects of the process
selection ultimately dictate the layout. For example when crude oil is
refined to make various products, including gasoline, diesel fuel, kerosene,
and heating oil, the process follows a sequence of steps.

In the first step, distillation, crude oil is heated to 700 degrees F.A
mixture of vapor and unvaporized oil passes from the heating furnace into
a fractioning column that contains perforated trays. The vapor condenses
at different trays, which means that different products come out of the
column at different levels. Gasoline is lighter than heating oil and therefore
condenses at a different (higher) level.

In the next step, alteration, the remaining heavy oils, which have
little economic value, are processed so their chemical structure is altered.
These elements are recombined to make high-value products such as
gasoline. In the final step, impurities, such as sulfur, are removed from
the products. The layout of the oil refinery should follow the processing

204
 Notes
requirements so the equipment for distillation is close to the equipment
for alteration, which, in turn, is close to the equipment for purification. In
this way, material-handling costs are reduced.

1 2 3 4 5
1 10 0 0 0
2 0 10 0 0
3 0 0 10 10
4 0 0 0 10
5 0 0 0 0

Activity Matrix for Continuous Flow Process

Continuous Flow Processes and Service Industries

Many continuous flow operations are found in the production

of goods because many service operations lack the volume required to
support the large fixed investment in facilities necessary for continuous
flow operations.

There are some notable exceptions, how-ever. The U.S. Postal

Service handles billions of pieces of correspondence with thousands of
expensive and sophisticated sorting machines and handling systems.
FedEx handles packages and mail in the same way.

Large banks also have continuous flow processes. Most customers

see only the small branch operations, which tend to be tailored to the
individual customers needs and thus are more like job shop operations.
But the central processing area is a continuous flow operation that can
handle hundreds or thousands of transaction each day. Here, checks
written against deposits in the bank are processed and the information
entered into the computer system.

The approach to facility layout for handling mail or processing

checks is similar to the approach to facility layout for making steel or
refining oil. Once the sequence of operations is determined, the layout
will follow.

205
Notes
Assembly Lines

As assembly line is designed to arrange various components into

a final product that conforms to standards set in product design. The
purpose of an assembly line is to divide complex tasks into small, easy-to-
learn segments that can be repeated over and over. An assembly line usually
consists of a series of workstations or work centers at which individuals
perform these tasks on each product. Most assembly lines are designed to
produce large volumes of one product that have limited options.

Facility Layout - Objectives

For an organization to have an effective and efficient manufacturing

unit, it is important that special attention is given to facility layout.
Facility layout is an arrangement of different aspects of manufacturing in
an appropriate manner as to achieve desired production results. Facility
layout considers available space, final product, safety of users and facility
and convenience of operations.
An effective facility layout ensures that there is a smooth and steady
flow of production material, equipment and manpower at minimum cost.
Facility layout looks at physical allocation of space for economic activity
in the plant. Therefore, main objective of the facility layout planning is
to design effective workflow as to make equipment and workers more
productive.
A model facility layout should be able to provide an ideal
relationship between raw material, equipment, manpower and final
product at minimal cost under safe and comfortable environment. An
efficient and effective facility layout can cover following objectives:

To provide optimum space to organize equipment and facilitate

movement of goods and to create safe and comfortable work
environment.
To promote order in production towards a single objective
To reduce movement of workers, raw material and equipment
To promote safety of plant as well as its workers
To facilitate extension or change in the layout to accommodate
new product line or technology upgradation

206
 Notes
To increase production capacity of the organization

An organization can achieve the above-mentioned objective by

ensuring the following:

Better training of the workers and supervisors.

Creating awareness about of health hazard and safety standards
Optimum utilization of workforce and equipment
Encouraging empowerment and reducing administrative and other
indirect work

Factors Affecting Facility Layout

Facility layout designing and implementation is influenced by

various factors. These factors vary from industry to industry but influence
facility layout. These factors are as follows:

The design of the facility layout should consider overall objectives

set by the organization.
Optimum space needs to be allocated for process and technology.
A proper safety measure as to avoid mishaps.

Overall management policies and future direction of the
organization

Design of Facility Layout

Principles which drive design of the facility layout need to take into
the consideration objective of facility layout, factors influencing facility
layout and constraints of facility layout. These principles are as follows:

Flexibility: Facility layout should provide flexibility for expansion

or modification.
Space Utilization: Optimum space utilization reduces the time in

material and people movement and promotes safety.
Capital: Capital investment should be minimal when finalizing

different models of facility layout.

207
Notes
Design Layout Techniques

There are three techniques of design layout, and they are as follows:

1. Two or Three Dimensional Templates: This technique utilizes

development of a scaled-down model based on approved drawings.
2. Sequence Analysis: This technique utilizes computer technology
in designing the facility layout by sequencing out all activities and
then arranging them in circular or in a straight line.
3. Line Balancing: This kind of technique is used for assembly line.

Types of Facility Layout

There are six types of facility layout, and they are as follows:

Line Layout
Functional Layout
Fixed Position Layout
Cellular Technology Layout
Combined Layout, and
Computerized Relative Allocation of Facility Technique

The Role of Computers in Job Shop Layout

Solving the job shop layout problem can be time-consuming and

tedious. Several computer procedures exist for assisting with the layout.
Computerized Relative Allocation of Facilities Technique (CRAFT)
was developed by Buffa and Armour. It works much like the procedure
described in the previous section. The user supplies an initial layout,
an activity level matrix, and cost information. If certain departments
must be located together to share a key resource, this can be specified. If
departments cannot be adjacent, this can also be specified.

These computer procedures can calculate many alternatives very

quickly. CRAFT reduces the cost by switching all department pairs and
calculating values for (A)(C)(D) for each alternative. The lowest-cost
alternative is selected for further analysis, and the switching of pairs
continues.

208
 Notes
Although the stopping rules for computer-based procedures are
still somewhat arbitrary, they are easier to implement then those for a
manual procedure. The brute power and speed of the computer allow it to
investigate quickly far more alternatives than can be reasonably done by
hand. The following approaches can be considered:

1. Specify a certain amount of computer time, and use the best solution
found.

2. Allow the model to perform the switching of pairs only a certain

number of times.

3. Specify an increment of improvement to be achieved with each

evaluation. If this is not achieved, the procedure will end. For
example, one could specify that at least a 2 percent reduction from
the last solution must be achieved or the search ends.

4. Combine some of these rules. For example, the procedure can

stop after a certain amount of time or after a specified number of
switches, whichever is lower.

Other computer-based procedures, such as computerized Facil-

ity Design (COCAD), Plant Layout Analysis and Evaluation Technique
(PLANET), Computerized Relationship Layout Planning (CORELAP),
and Automated Layout Design Programs (ALDEP), are also available.
These procedures attempt to maximize nearness ratings. However, solu-
tions Generated by these computer models are not guaranteed to be op-
timal.

Systematic Layout Planning

In some cases, managers may want to summarize nearness on a

subjective scale with factors other than activity levels and costs. Systematic
layout planning (SLP) involves using the codes and matrix shown in
Exhibit to arrive at an appropriate layout.

We begin the solution procedure by procedure by positioning

department pairs that are categorized as absolutely necessary and those
that are categorized as undesirable. Once these pairs are positioned, it
is possible to work on the very important, important, and somewhat
important categories to locate the remaining departments in the layout.

209
Notes
Exhibit displays the layout using this approach. Departments R and F
are positioned first. Then, A and T are positioned. Because T and D are
undesirable, they are put at opposite ends of the facility. This gives the
location of department W by default.

We can use a simple evaluation procedure to judge the effectiveness

of this solution. First, we count the number of times each code appears in
the matrix in Exhibit. Next, we count the number of times each condition
is satisfied. For codes a, e, I, and o to be satisfied, the departments must
be adjacent, as departments A and R are, or diagonally opposite, as A
and Ware. Any location satisfies code u because the relative location
of that pair of departments is unimportant. Separation by one or more
departments satisfies code x.

Matrix Codes

a Absolutely necessary
e Very important
i Important
o Somewhat important
u Unimportant
x Undesirable

Information for Systematic Layout Planning for a Machine Shop

Solution and Valuation of Machine Layout

The percentage satisfied column in Exhibit indicates that the

proposed solution is effective at meeting the nearness codes. This approach
works well on problems with relatively few departments.

A R F
T W D

210
 Notes

Evaluation Number of Number of Percentage

Codes Appearances Times Satisfied Satisfied
in Matrix in Layout

A 2 2 100%
e 2 2 100
i 4 3 75
o 3 1 83
u 3 3 100
x 1 1 100

Single Layout for Competitive Advantage

The impact of a good layout on an organizations performance

may not be as obvious as good product design skills or superior capacity
planning. The effects of layout are subtle, yet important. Efficient layouts
reduce unnecessary material handling.

Good layouts help to maintain low costs, which is a critical part

of building and maintaining market share in a global environment. Good
layouts also keep product flowing through the facility, which is important
for providing good customer service. A facility choked with inventory is
more likely to damage products and lose customers orders.

Layout decisions should be made only after consideration of the

long-term impact on the overall facility. Managers should ask themselves
how organizational performance will be affected by a proposed change in
layout. How will costs, as well as quality and delivery time to the customers,
be affected?

For example, an inefficient layout with many material movements

may cause delays in processing because the transport system is
overloaded. This problem can cause unnecessary idle time for equipment
as departments wait for the next batch or products. It could also delay
customer shipments.

If a change is made in layout, how will future options be affected?

Will this change increase opportunities for making layout improvements,

211
Notes
or will some opportunities be lost? Individual layout decisions may not
seem important, but when added together over time, these decisions
can be powerful determinants of an organizations success in the global
marketplace.

Example

In manufacturing, the inefficiencies of poor layouts surface as

many other problems. The most obvious of these is a dramatic increase in
inventory and material-handling costs because product flows are jumbled
and discontinuous. Dell Computer has carefully organized its facility
layout so that it can quickly and efficiently assemble personal computers.

In service operations like Pacific Bell, management costs are a

substantial part of total costs. By paying careful attention to office layout,
the company is able to get the most from its employees. In addition to
office layout, the use of telecommunication technology helps to speed the
flow of information and ideas between people.

CASE STUDY

Weld Wells Quantity Quandary

Weld Well, a leading company, has been buying its office supplies
from the same supplier for some time. Jayanta, a salesman of the office
supply company, has been calling on WW for over three years. Much to
Jauantas dismay, it always been the practice of WW to buy the smallest
size available of a particular for-part preprinted billing form at a cost of
` 615 for 10,000 forms. These forms contain the WW logo and standard
information printed on them. The rationale for the particular buying
policy was to spend the least amount of money possible on office stationary
items.

Recently, Mr Thakkar of WW attended a training programme

on SCM arranged by a local business school, which dealt with inventory
systems and materials management. Thakkar was anxious to save WW
money by applying the techniques he learned in the class. When Jayanta
contacted Thakkar he was 30,000 forms at ` 1750. Jayanta could not

212
 Notes
believe the sudden change in policy. Upon questioning Thakkar, he found
that he used a quantitative model by which the cost of inventory holding
and the ordering costs can be balanced, yet maintaining adequate office
supplies. Thakkar explained that analyzing all the relevant variable costs,
he could save substantially (on an annual basis) by purchasing the large
quantity of pre-printed billing forms.

Questions for Discussion

1. Explain the rationale of Mr. Thakkar of buying in large quantity.

2. What is the annual cost saving of the large order quantity?

****

213
Notes

Lesson 4.4 - Capacity Planning

Learning Objectives

To understand the difficuties in managing capacities

To identify strategies for enhancing capacities

To understand the concept of outsourcing and option contracts

Introduction

In todays competitive economic environment, customers do

not just prefer but demand manufacturers to provide quality products
in a timely fashion at competitive prices. To satisfy this requirement,
manufacturers need to plan necessary and sufficient capacity to meet
market demands. However, capacity planning is a very challenging task
for many manufacturers.

Demand Uncertainty

For most industries, it is very difficult to accurately forecast the

demand for new products. In an emerging industry, manufacturers
devote substantial efforts to studying the applications and benefits of
new technologies. However, when a technology is new, firms have little
information on the commercial uptake of new products and, therefore,
have poor forecasts of the product demand.

For example, GlobalStar, one of the key players in the emerging

mobile satellite services industry during the 1990s, expected between
500,000 and 1,000,000 users in 1999, the first year of its operation; these
numbers were confirmed by many other independent analysts. However,
the actual number of users was only 100,000, which is significantly lower
than the expectation.

Demand forecasts for new products can also be inaccurate in

existing industries. Customers tastes and preferences are hard to predict

214
 Notes
and will change over time. Therefore, the historical demand patterns
for an existing product might not always be a good reference for the
next generation of products. For example, when Mercedes-Benz first
introduced its M-class cars in 1997, it forecasted its annual demand to
be about 65,000 vehicles. This forecast was, in fact, too low and the firm
expanded its capacity to 80,000 vehicles during 1998-1999, which was also
insufficient to meet demand.

Cost of Mis-Planning

The cost of mis-planning capacity can be very high for

manufacturers. In the case of GlobalStar, because the demand forecast was
overly optimistic, the company filed for bankruptcy protection with a debt
of 3.34 billion dollars in 2002 after three years of operations. Therefore,
it is important for the manufacturers to take demand uncertainties into
consideration when they are planning their capacity.

Planning of Large Scale Manufacturing of Multiple Products

Large Scale Manufacturers face the difficulty of planning resources

for multiple products at the same time. Due to competition and the
wide range of applications of a new technology, the manufacturer needs
to produce a variety of generic or custommade products to meet the
requirements of its customers. Such variety in products adds complexity
to a manufacturers supply chain. Different products might share common
manufacturing processes or use common components. Because of the
linkage between the products, the manufacturer needs to plan its capacity
for producing multiple products together. However, finding the right
level of capacity for all products at the same time is a large scale problem.
A manufacturer, therefore, would benefit from efficient and practical
algorithms for solving large scale capacity planning problems.

Alternative Planning Strategies

Outsourcing Contracts

A manufacturer needs to incorporate outsourcing into its capacity

planning strategy. Traditionally, a manufacturer acquires capacity by
building in-house manufacturing facilities. However, this approach has
several drawbacks.

215
Notes
First, a manufacturer needs to bear the risk of the high fixed cost
associated with building the facilities. Second, a manufacturer needs to
manage the in-house facilities itself. Third, a manufacturer cannot take
advantage of the technology developed by the contract suppliers. Fourth,
the contract suppliers can usually provide the capacity at a lower cost by
leveraging the benefits of economies of scale.

Therefore, instead of building the capacity themselves, firms have

started to outsource their manufacturing processes and rent capacity
from the suppliers through capacity contracts. Currently, outsourcing
manufacturing is a common practice in some industries and expected
to play an increasing role in providing capacity and expertise to
manufacturers.

For example, in the biopharmaceutical industry, a manufacturer

can develop the formulation of a drug in-house, use a supplier to test the
drug, and outsource the mass production of the drug to another supplier.
In an example, the electronic industry, a manufacturer can outsource
the design and fabrication of the different components of a product to
different suppliers and perform the final assembly and testing by itself.
The top 10 electronic contract manufacturers in 2006 clocked a total
revenue is 148,255 million dollars.

When a manufacturer outsources its manufacturing processes, it is

important for the firm to secure the availability and price of the capacity.
Some of the major manufacturers, such as Hewlett-Packard, Ford, Cisco,
and Dell, have suffered serious consequences from lack of supply and
volatile prices.

To assure the supply of capacity, a manufacturer can establish

contracts with its suppliers to specify the price and amount of capacity
that it will need. However, when the demand is uncertain and the structure
of the supply chain is complex, it is not obvious how the manufacturer
should specify these capacity contracts.

Moreover, planning capacity with outsourcing contracts has a

different structure from that of traditional capacity planning. In the
traditional approach, after the manufacturer acquires the capacity, it is a
sunk cost and cannot be reserved. On the other hand, under outsourcing

216
 Notes
capacity contracts, the manufacturer can rent or reserve the capacity from
its suppliers for certain time periods.

Therefore, a manufacturer can temporarily increase or decrease its

capacity by signing contracts with the right durations. For example, we
can look at Li & Fung Limited, an export trading company in Hong Kong
that manages supply chains and capacity for major brands and retailers
worldwide.

The company owns just a few production facilities, but has a

network of nearly 10,000 international suppliers. To fulfill an order
from its customer, Li & Fung reserves capacity beforehand from selected
suppliers. The agreements between Li & Fung and its suppliers specify
the starting time of the use of the capacity, the amount of capacity that is
required, and the time to deliver.

The capacity planning problem with flexible outsourcing contracts

like the ones used by Li & Fung has not received much attention in the
literature.

Option Contracts

In addition to demand uncertainty, large problem size, and

outsourcing contracts, manufacturers can also benefit from models
and tools that can incorporate option contracts into capacity planning.
A manufacturer might establish a fixed-price capacity contract with its
suppliers to rent a fixed amount of capacity.

The manufacturer needs to pay for the capacity whether or not it

uses the capacity. In practice, the suppliers cost of capacity might have
two components: a fixed cost and a variable cost. For example, equipment
costs and the monthly salaries of workers are fixed costs, while power
consumption and employee overtime payments are variable costs.

An option contract separates these two types of costs. With option

contracts, the manufacturer buys the rights to use a fixed amount of
capacity with an upfront fixed payment. If it decides to execute its rights
and use these capacities, it needs to pay an exercise price for each unit of
capacity that it actually uses.

217
Notes

Lesson 4.5 - Inventory Optimisation

Learning Objectives

After reading this lesson you should be able to:

Explain the processes of classical optimisation

Explain the tenets of optimisation
Describe the optimization of simple lot size formula
Describe the rationalization of the optimized lot.

Introduction

In this supplement we briefly present several optimization concepts

from calculus and relate them to inventory control. If you have never
studied calculus, you may not thoroughly understand these concepts; they
are stated to provide a brief review for those who understand the basics of
classical optimization.

The only inventory case derived here is the simple lot size formula,
the first inventory model presented in the chapter. The derivation is
started where the chapter stopped; development of the model terms are
not repeated.

Classical Optimisation

The Derivative To find a derivative of a function is to differentiate

with respect to a variable. Properties of derivatives we use in this
supplement are:

218
 Notes
Where a represents a constant and x, y, and z are variables.

Lets find the first derivative of the function y = 3x2 + x 3 with

respect to the variable x:

In this example, the first derivative of each term is used to find

the first derivative d(y)/dx. The second derivative is found by taking the
derivative of the first derivative:

Optimization

In the calculus, the derivative is taken to find the value of the deci-
sion variable that gives the largest or smallest value of a criterion function.
The general procedure is to take the first derivative of a function with re-
spect to a decision variable and set the result equal to zero. The equation
is than solved for the decision variable in terms of the other parameters in
the equation. To determine whether the optimal point is a maximum, the
second derivative is taken. If the second derivative is positive, the optimal
point is a minimum. If the second derivative is negative, the optimal point
is a maximum. If the second derivative is zero, the point is an inflection
point.

In the previous example,

The optimal value of x is found by setting this equation equal to

zero and solving for x:

0 = 6x + 1
x = - (1/6)

When the second derivative was found, it was +6. Therefore

x = -1/6 is a minimum point.

219
Notes
Partial Derivatives in finding a partial derivative, we hold all
variables constant except one. Then we differentiate with respect to that
one variable, treating all other variables as constants.

For example, if y = zx3-x+2x, lets find the first partial derivative

of y with respect to x. to do this, we treat z as though it were a constant
and differentiate:

Optimizing the Simple Lot Size Formula

The total cost equation for the simple lot size formula was developed
to be:

Taking the first partial derivative of total cost with respect to order
quantity, Q:

Setting the first partial derivative equal to zero, and solving for Q:

Taking the second partial derivative to ensure a minimum of the

const function:

220
 Notes

A positive value results, thus ensuring a minimum. Notice that

the term CD, the total cost of the items, dropped out when we found the
first derivative. This illustrates that this cost component is constant with
regard to changes in order quantity.

Rationalisation

Again, we can see the power of the logic in calculus, but you need
not be overwhelmed if you cannot follow all the mathematics. Clearly, the
logic of mathematics is useful when applied to the many rational problems
in productions / operations.

SCM Inventory Management

Manufacturers would like to produce in large lot sizes because

it is more cost effective to do so. The problem, however, is that
producing in large lots does not allow for flexibility in terms of
product mix.
Retailers find benefits in ordering large lots such as quantity
discounts and more than enough safety stock.
The downside is that ordering/producing large lots can result in
large inventories of products that are currently not in demand
while being out of stock for items that are in demand.
Ordering/producing in large lots can also increase the safety stock
of suppliers and its corresponding carrying cost. It can also create
whats called the bullwhip effect.

The Bullwhip Effect

The bullwhip effect is the phenomenon of orders and inventories

getting progressively larger (more variable) moving backwards through
the supply chain.

221
Notes
Some of the causes of variability that leads to the bullwhip effect includes:

Demand forecasting Many firms use the min-max inventory

policy. This means that when the inventory level falls to the reorder
point (min) an order is placed to bring the level back to the max,
or the order-up-to-level. As more data are observed, estimates of
the mean and standard deviation of customer demand are updated.
This leads to changes in the safety stock and order-up-to level, and
hence, the order quantity. This leads to variability.

Lead time As lead time increases, safety stocks are increased, and

order quantities are increased. More variability.

Batch ordering. Many firms use batch ordering such as with a

min-max inventory policy. Their suppliers then see a large order
followed by periods of no orders followed by another large order.
This pattern is repeated such that suppliers see a highly variable
pattern of orders.

Price fluctuation. If prices to retailers fluctuate, then they may try

to stock up when prices are lower, again leading to variability.

Inflated orders. When retailers expect that a product will be in

short supply, they will tend to inflate orders to insure that they will
have ample supply to meet customer demand. When the shortage
period comes to an end, the retailer goes back to the smaller orders,
thus causing more variability.

Cope with the Bullwhip Effect

Centralizing demand information occurs when customer demand

information is available to all members of the supply chain. This
information can be used to better predict what products and volumes
are needed and when they are needed such that manufacturers can
better plan for production. However, even though centralizing
demand information can reduce the bullwhip effect, it will not
eliminate it. Therefore, other methods are needed to cope with the
bullwhip effect.

222
 Notes
Methods for Coping with the Bullwhip Effect: It include:

Reducing uncertainty. This can be accomplished by centralizing

demand information.
Reducing variability. This can be accomplished by using a

technique made popular by WalMart and then Home Depot called
everyday low pricing (EDLP). EDLP eliminates promotions as well
as the shifts in demand that accompany them.
Reducing lead time. Order times can be reduced by using EDI

(electronic data interchange).
Strategic partnerships. The use of strategic partnerships can

change how information is shared and how inventory is managed
within the supply chain. These will be discussed later.
Direct shipping. This allows a firm to ship directly to customers
rather than through retailers. This approach eliminates steps in the
supply chain and reduces lead time. Reducing one or more steps in
the supply chain is known as disintermediation. Companies such as
Dell use this approach.

****

223
Notes

Lesson 4.6 - Routing and Scheduling

Learning Objectives

After reading this lesson you should be able to:

Understand the processes of transportation network

Explain the tenets of direct shipment network

Describe the intricacies of Direct Shipments via Distribution
Centre

Introduction

In most of the cases, transportation cost is generally a major

component of total logistical cost ranging between one-third and two-
third. That is why, it is a major concern to logistics managers to improve
its efficiency through the maximization of transportation resources and
system. The transit time of goods determines the number of shipments
that can be made with a vehicle within a given period of time as well as total
transportation costs for the shipment. The reduction of transportation
costs and improvement of customer service depend upon the quality of
routing and scheduling of transportation vehicle which comes under the
preview of the design of transportation network. In other words, the design
of a transportation network affects the performance of a supply chain by
establishing the infrastructure within which operational transportation
decisions regarding scheduling and routing are made. A well-designed
transportation network allows its supply chain to achieve the desired
degree of responsiveness at a low cost (Chopra and Meindl, 2001).

Transportation Network

The designs of transportation network vary from industry to

industry, company to company and product to product due to diversity
in the requirements of industry, company as well as the product. For a
better understanding about design options for transportation networks,

224
 Notes
an example of a company has been taken which has many production
plants, products and destination points (stockiest/customers).

Direct Shipment Network

In this transportation network design, all shipments come directly

from different plants of the supplier to stockiest or customers as shown
in Fig. In this design option, the routing of each shipment is specified
and the logistics and supply chain managers have to decide the quantity
to be shipped and mode of transport preferred so as to bring a trade-off
between transportation and inventory costs.

One of the major advantages of this transportation network design

is the elimination of warehousing infrastructural facilities. The operation
of this network design is very simple as well as necessitating high degree of
coordination due to the direct interface between suppliers and customers.
On the other hand, the major setback of direct shipment network design
is the high cost when the quantity to be shipped is not equal to the load
capacity of the vehicle. It is also not suitable to ensure better customer
service in the case of replenishment lot sizes. This network design is widely
used by cement, fertilizer and petroleum companies for those customers
who are near to their production plants.

Supplier Destination
Point

Plant 1 Customer A

Plant 2 Customer B

Plant 3
Customer C

Plant 4
Customer D

Direct Shipping with Milk Runs

225
Notes
Direct Shipping with Milk Runs

In a milk-run transportation network design, a truck collects

goods from various plants of the shipper/supplier and delivers them to
a customer or collects goods from one plant and delivers them to many
customers a shown in Fig. In the milk-run transportation network, a
logistics and supply chain manager has to decide on the routing of each
milk run so as to meet the requirement of the customer service.

This network design overcomes the problem of first design relating

to small replenishment lot size as they are accumulated to fill the load
capacity of the vehicle/truck, resulting into lower transportation costs
and better customer service, also eliminating warehousing infrastructural
facilities. But the major limitation of this design is in its scope, i.e. this
design is only suitable in the case of cluster of customers/plants. For
instance this system is widely used by MUL in India whose most of the
component suppliers are within the 50 km radius of the manufacturing
plant at Gurgaon, supporting the JIT manufacturing system. This network
needs a high degree of coordination among all the concerns.

Supplier Destination
Point

Plant 1 Customer A

Plant 2 Customer B

Plant 3 Customer C
a

Plant 4 Customer D

Plant 1 Customer A

Plant 2 Customer B

Plant 3 Customer C

b
Plant 4 Customer D

Direct Shipments via Distribution Centre

226
 Notes
Direct Shipments via Distribution Centre

This transportation network is the modification of direct shipment

network, in which goods are delivered to customers via a central
distribution centre. In other words, first goods from various plants of
the supplier are consolidated at a central distribution centre/warehouse
and then delivered to individual customer individually as shown in Fig.
For instance, Mahindra & Mahindra Ltd., ships its tractors from Mumbai
and Nasik plants to various stock-yards all over the country by railways
normally and from the stock-yards to dealers directly by road to achieve
economies of scale in transportation costs.

Supplier Destination Point

Customer A

Plant 1 Distribution Customer B

Centre
Customer C
Plant 2

Plant 3

Direct Shipment via Distribution Centre

The main advantage of this design is lower plant-to-warehouse

transportation cost by bulk transportation and consolidation as well as
ensures better customer service by lowering inventory requirement at
customers end resulting into better return to them. On the other hand, it
also results into higher logistical costs due to increased inventory cost and
warehousing infrastructure and facility costs to the company.

Shipping via Distribution Centre Using Milk Runs

As the name itself says, this transportation network design is the

extension of direct shipping with milk runs, where there is inclusion of
a distribution centre in between supplier and customer as shown in Fig.
For instance, Pepsi and Coca-Cola distribute their soft drinks as per this
network design.

227
Notes

Supplier Destination
Point

Plant 1
Customer A

Plant 2 Distribution
Centre Customer B

Plant 3
Customer C

Customer D

Shipping via Distribution Centre Using Milk Runs.

This design ensures lower plant-to-warehouse as well as warehouse-

to-customer transportation costs for small lots suiting small customers,
whereas there are increases in inventory and warehousing costs along
with complexity of coordination.

Summary

Apart from economic and non-economic benefits, transportation

is the main artery of logistics and supply chain management for the move-
ment of goods from the point of inception to the point of consumption. At
the advent of growing awareness about the overwhelming contribution of
logistics and supply chain management, transportation services have be-
come more imperative for speeder and timely delivery goods, economies
in operation, minimum in-route handling and documentation to mini-
mize transportation costs which include tariff of transport mode, transit
time cost, obsolescence cost, protective packaging cost, transit insurance
cost, etc.

There are five basic modes of transportation, namely; airways,

seaways, roadways and pipeline having contradictory characteristics.
Earlier, these modes were competing with each other. But after realizing
their own strengths and weaknesses followed by scope coordination for
better prospects, nowadays, they are coordinating with each other, which

228
 Notes
has given impetus to the concept of multi-modal transportation in the
form of piggyback, fishy back, trans-ship, and air truck.

The current transport infrastructure of India is major bottleneck in

the achievement of logistical objectives, mainly due to poor government
policy, networks, road/rail track conditions, vehicle quantity, and
coordination between various agencies and transport organizations.

The determination of transport rate and prices are normally based

on economic, shipper and carrier factors, followed by alternative pricing
strategies. The design of the transportation network refers to routing and
scheduling of transportation vehicles for the purpose of minimization of
transportation cost and maximization of customer service which vary from
industry to industry, company, and product to product due to diversity of
requirements of industry, company as well as product.

Self Assessment Questions

1. What do you mean by EOQ?

2. What are the assumptions of EOQ?
3. Why EOQ is important in inventory management?
4. Explain Reorder Point Models.
5. Write down the advantages of Reorder Point Models.
6. Reorder Point Models are cost effective. How?
7. Explain Multichannel Inventory system.
8. What do you mean by Integer Replacement Policy?
9. Explain the concept of Multi-Echelon Distribution Supply Chain.
10. What do you mean by Facility Layout?
11. Discuss the criteria for layout decision.
12. Based on the insight learned through your course in respect of
types of layout, outline the relevant types, applicability, merits
and demerits of each for the following products:

Automobile

Aircraft

Air Conditioners
13. For each of the following, determine whether the layout would be

229
Notes
a product, a process, or affixed-position layout:
a. The location of departments within a college or university
b. A hospital emergency rook
c. A self-service cafeteria
d. Building a custom-designed home
e. A prefabricated factory-built home
14. Write a short note on job shop.
15. Explain the concept of capacity planning.
16. Depict the reasons behind capacity planning.
17. Write down alternative capacity planning techniques.
18. What do you mean by optimization?
19. Write a short note on inventory optimization.
20. Explain classical optimization.
21. Explain the bullwhip effect and causes.
22. Explain the methods for coping with the bullwhip effect
23. What do you mean by routing?
24. Briefly explain scheduling.
25. Discuss the position of transportation in L&SCM.
26. Describe the role of transportation in the success of logistics
system, and coordinated and efficient supply chain performance.
27. Write a note on the various elements of transportation cost.
28. Discuss the nature and relative characteristics of various modes of
transport.
29. What issues should a logistics manager consider in trying to select
a mode of transport?
30. In the present days scenario of global competitive environment,
discuss the role of multi-model transportation.
31. Write a note on the various alternative transportation networks
with suitable examples.
32. What do you mean by containerization? Why it has become
popular at the advent of L&SCM?

230
 Notes

CASE STUDY

Whirlpool Corporation Giving the Strategy a Spin

Whirlpool Corporation is one of the worlds leading manufacturers

and marketers of major home appliances. The company has principal
manufacturing operations and marketing activities in North and
South America, Europe, and Asia. Whirlpools primary brand names-
KitchenAid, Roper, Bauknecht, Ignis, Brastemp, Consul, and its global
Whirlpool brand-are marketed in more than 170 countries worldwide.

In North America, Whirlpool is the largest supplier of major

appliances to Sears, under the Kenmore brand. This accounts for nearly 20
percent of Whirlpools sales. Whirlpool, which manufactures its products
in thirteen countries, makes about 25 percent of its sales in Europe and is
concentrating on emerging markets in Asia and Latin America.

Regional Operation Summary

North America Whirlpool operations in the United States, Canada,

and Mexico together form the North American Region. The combined
operations work with a unified strategy for manufacturing and marketing
appliances in the three countries.

Latin America Whirlpool includes Central and South America and

the Caribbean. The Latin American Appliance Group of Whirlpool and its
affiliates have the largest market share and one-third of the manufacturing
capacity of the region. The Latin American home appliance marker is
expected to expand more rapidly than that of either North America or
Europe.

Asia Whirlpool has been exporting home appliances to Asia for

over thirty years. From 1993 to 1995, Whirlpool moved aggressively to
increase its presence throughout the region by establishing marketing
and manufacturing joint ventures. In Asia, Whirlpool focuses on four key
products: clothes washers, refrigerators, air conditioners, and microwave
ovens. Today, the company enjoys the number one position among non
Asian competitors in the region.

231
Notes
With a staff of approximately 11,000 and eleven factories in six
countries, Whirlpool Europe ranks as the third-largest producer and
marketer in Western Europe. It commands the leading position in Central
and Eastern Europe and is growing steadily in the Middle East and Africa.
A strong focus on the needs of customers in each of Europes various
markets, combined with a coordinated, [an-European approach to many
common operations and activities, provides Whirlpool Europe with a
strong foundation to build for the future.

Company Vision, Values, and Social Responsibility

The Whirlpool vision: Every Home. Everywhere with Pride,

Passion, performance. We create the worlds best home appliances
that make life a little easier and more enjoyable for all people.
Our goal is a Whirlpool product in every home, everywhere. We
will achieve this by creating: Pride in our work and each other;
Passion for creating unmatched customer loyalty for our brands;
and performance results that excite and reward global investors
with superior returns.

Values: Five fundamental values Respect, Integrity, Teamwork,

Learning to Lead, and Sprit of Winning represent the essence of
who we are as a company. They provide a framework of expectations
for how we behave and relate with others. The power of these
values and the behaviors that support them lies in how they help
us achieve a consist4ently high level of performance, regardless of
business or economic cycles.

Social responsibility: Whirlpool Corporation meets its societal

obligations by extensive commitments to Habitat for Humanity
International. It is donating a Whirlpool brand refrigerator and
freestanding range for homes built in the United States and Canada
under Habitats new More Than Houses Program, a campaign to
build 100,000 new homes by the year 2005. The company previously
announced that it would donate up to $5 million in appliances for
homes built by Habitat. We are truly grateful to Whirlpool for
making such a generous pledge of support, said Millard Fuller,
president and CEO, Habitat for Humanity. Literally, thousands of
families will benefit from this exciting partnership.

232
 Notes
ERP at Whirlpool

The following portions of the ERP at Whirlpool are provided for

analyses: dispatcher assignment, centralized pricing, vendor interfaces,
the Internet application decision, the Internet application problems,
response time monitoring, and application integration.

Dispatcher Assignment

Sophisticated geographic routing software is helping Whirlpool

Corp. consolidate twenty-two field service offices into a single hub
operation, slashing millions of dollars in real estate costs in the process.
The $200,000 Resources in Motion Management System (RIMMS) from
Light stone Group in Mineola, New York, is expected to help Whirlpool
manage and coordinate its 440 appliance technicians across the United
Stated from one service hub in Knoxville, Tennessee.

The Benton Harbor, Michigan-based appliance maker has already

consolidated seven of its twenty-two field locations. The remainder will be
brought into the fold by years end. Whirlpool is replacing the colored pins
and giant wall maps that have been used in its regional service centers for
years. Automation will mean dispatchers may lose the intimate knowledge
they had of local routed and traffic trouble spots. (With the manual system,
it sometimes took dispatchers a full day to plot a daily service route for a
single technician.) Using RIMMS, Whirlpool dispatchers can lay out each
technicians route within an hour.

The consolidation has presented Whirlpool with some tricky

personnel problems. Under the service overhaul, technicians are being
asked to cover new territories and squeeze in extra work in the same
amount of time. Whirlpools technicians typically handle ten customer
calls per day. The hope is that by utilizing the most efficient routes from
one customer call to another, each service technician will be able to
squeeze in an extra customer job each day, said Tom Mender, a senior
analyst at Whirlpools LaPorte, Indiana, parts distribution center. Even if
we can get an extra half a job a day, the [full-year] benefits are staggering,
said Mender. Our biggest challenge has been managing the expectations
of our technicians, Mender said.

233
Notes
Whirlpools service center consolidation also means it will
probably need only five or six dispatchers, not the twenty-four it once
used to support its field service centers. Downsizing is something weve
wrestled with from the beginning, Mender said. By centralizing and
automating its service centers, Whirlpool loses the quirks of knowing
your hometowns, he said. Mender said the fate of its dispatchers has not
been decided.

Centralized Pricing

When Frigidaire Co. drops freezer prices, a flurry of faxes and

FedExes fly from Whirlpool Corps. Offices in fight to match those prices.
But soon Whirlpool will be able to match competitors pricing with a few
keystrokes, allowing the company to react quickly to market changes or
launch a special promotion for a single product.

Whirlpool is implementing a centralized pricing configuration

system from Trilogy Development Group, Inc., in Austin, Texas. The
pricing software will allow Whirlpool to cut by more than half the 110
days it now takes to reprice its entire product line of more than 2,000
models each quarter.

Most important, the application will give Whirlpool a centralized

pricing structure. Previously, the company used separate pricing
models and order entry systems for each Whirlpool division, from small
appliances to large goods to spare parts. The big driver for all of this is
to make Whirlpool easier to do business with, said Bill Hester, a senior
information systems project manager at Whirlpool.

Whirlpools technology overhaul, which also includes implementing

SAP AGs R/3 and a massive operational reorganization, is necessary to
prime Whirlpool for the dishwasher wars in years to come. The entire IT
overhaul is estimated to cut $160 million from Whirlpools operational
budget over five years.

Hester said the company expects the new pricing system will pay for
itself within a few years. Historically, Whirlpools customer claims usually
resulted from pricing discrepancies. We would tell trading partners
we were going to sell them something at x price, but the system was

234
 Notes
charging them y, said Kathleen Descamps, business project manager for
Whirlpools new pricing system. So we would have to issue them a credit.
It creates dissatisfied customers. Its much easier to say we are charging
them x and that is what is on the invoice.

With one centralized pricing system, sales agents will be able to meet
that goal. The same information will be replicated in sales agents laptops
or quick reference when making field calls to trading partners. They will
have the same sales history information that is used to make [production]
forecasts, Descamps said, so they will have the same information to help
meet the forecasts. Whirlpools current pricing system is highly dependent
on spreadsheets, a laborious and time-consuming system.

Bill Hester, project manager at the appliance giant, said the

quarterly job of revamping the pricing of every product takes 110 days
and is prone to errors.

Pricing has to be entered for every product under eleven different

brand names. It took roughly 180,000 cells in the spreadsheet, Hester
said. Since pricing is formula driven, if someone changed a formula, you
wouldnt know the effects somewhere else in the spreadsheet. It took a lot
of work to get the pricing masters printed.

If a marketing manager needs to change the price of dishwashers

to match General Electrics pricing, that person can now enter the
information; do a profitability analysis on the change; and then, if
acceptable, enter the new price.

Then a message is automatically sent to the pricing administrator,

who sets up any rules for the pricing, and as soon as they hit enter, if the
pricing is effective today, the next person that places an order gets that
new price, Hester said.

Vendor Interfaces

A warehouse automation system has propelled Whirlpool

Corporations Parts Distribution Center in LaPorte, Indiana, into a new
era of customer satisfaction. The system, comprised of an elaborate
configuration of computers and automatic conveyors, reduces the order-

235
Notes
processing cycle time for customers around the world. It helps us better
manage our inventories with the ultimate improvement being customer
satisfaction, says Tom Harrow, customer service supervisor.

Whirlpool Corp. hopes a new e-commerce initiative, Easy EDI, will

cut down supply chain expenses and enhance efficiencies. Easy EDIs goal
is twofold: to eliminate the paper process used by Whirlpools 300 smaller
suppliers and to save Whirlpool up to $600,000 a year in operational
costs for the electronic data interchange network used by Whirlpools 300
largest suppliers, says David Tibbitts, manager of strategy and planning in
global procurement at Whirlpool.

Initially, Easy EDI will involve four small and midsize suppliers
that rely on paper transactions to conduct business with Whirlpools
fourteen North American manufacturing facilities. Four to six weeks later,
the service will expand to about thirty suppliers; all small and midsize
suppliers should be on-line by years end.

Whirlpool then expects t6o gradually roll out Easy EDI to its
largest suppliers, which use a public value-added network (VAN) for EDI
transactions. The company hopes to phase out VAN-based EDI, Tibbitts
says, along with the $40,000 to $50,000 a month it pays for the service.

Easy EDI is an example of how the consumer-goods manufacturing

industry is moving in the same direction as the automotive industry,
says Susan Cournoyer, an analyst at Dataquest. Angile, just-in-time
manufacturing and its use of the Internet will cut costs and improve
communications and responsiveness to customers, she says.

Whirlpool is working with integrator Litton Enterprise Solutions,

a division of government contractor Litton Industries, to develop Easy
EDI.

Internet Application Problems

Late this year, Whirlpool Corp. plans to turn on SAP R/3 and link
it to the Internet so retailers can place and track orders on-line. But that
does not mean the call-center workers who take orders over the phone
will go away. In fact, their jobs will become more importantand more

236
 Notes
complexsaid senior project manager Bob Briggs. He said Whirlpool
plans to use SAP AGs R/3 applications to give call-center employees
access to all the information they need to answer questions about pricing,
promotions, and billing from retailers that sell its appliances.

Those data currently are split into stand-alone mainframe system,

forcing retailers to get answers from multiple departments, Briggs said.
Whirlpool is not the only company that is still depending on its call center
while moving more routine business transactions to the Web. But the call
center is still vital because the most complex problems are going to go
there, he added. The nature of the work has changed, but I think its
importance goes up.

But change will not be easy. At Whirlpool, for example, call-

center workers will be fielding bigger and more sophisticated questions
on matters such as credit and pricing promotions, Briggs said. That will
require them to learn both R/3 and a new set of business processes before
the combination of SAPs software and Whirlpools retailer Extranet goes
into use in the fourth quarter.

Whirlpool made a risky and ultimately damaging business decision

by going live with its SAP R/3 implementation over the Labor Day weekend
knowing that red Flags had been raised, according to Sap AG officials.
Fixing the problem would have delayed Whirlpools to-live date by a week,
SAP said. But pressure to take advantage of the long holiday weekend and
to get off of its legacy system well before 2000 pushed Whirlpool ahead.

The decision resulted in a botched shipping system that, until it

was fixed November 1, left appliances sitting in warehouses. Some stores
experienced six-eight week delays before receiving their orders. We
suspected there would be problems, but the customer made a decision
to go live despite warning signals, said jeff Zimmerman, senior vice
president of customer support services at SAP.

Officials at Benton Harbor, Michigan-based Whirlpool would not

discuss details of the snafu. We have had some delays, partially due to the
new [SAP] implementation and also due to record levels of orders, said
Christopher Wyse, a Whirlpool spokesman.

237
Notes
Things seemed to be running smoothly days after the launch
when 1,000 system users processed appliance orders. But by September
18, with 4,000 users placing orders, performance started to disintegrate,
Zimmerman said. That was when stores selling Whirlpool appliances
started feeling the pinch.

Foremost Appliance in Chantilly, Virginia, which gets one-third

of its revenue from Whirlpool sales, had shipments from Whirlpools
Carlisle, Pennsylvania, distribution center delayed six to eight weeks.
Some people are ordering four or five appliances, and we get one this
week, none for them the next week. Then one more the week after. Its
been a dilemma, said Bill Brennan, store manager. Brennan said he has
been steering customers who do not want the long wait to other brands.

Whirlpool is the latest in a recent spate of enterprise resource plan-

ning (ERP) implementations in which user companies have grossly un-
derestimated the complexity. Tjese implementations are like doing open-
heart surgery. There was an expectation on the part of the companies that
was completely unreasonable, said Chris Selland, an analyst at

The Yankee Group in Boston. Selland said that SAP has recovered
more implementation success than failures and that it is common to find
a hundred little problems and ten that are major when going live-not
just two like Whirlpool had. SAP has been under pressure to change it s
image from that of company whose software requires multiyear, multi-
million dollar implementations to one that offers shorter, easier projects,

Boulanger said. SAPs plan to bring in project overseers ninety

days before going live is relatively new, he said, but users would be better
served if SAP were present at the project from beginning to end. Regard-
less of who is fueling the impression that companies can launch an ERP
application quickly, companies have to realize that the onus is on you
and the consulting firm to make it work, Selland said.

238
 Notes
Questions for Discussion

1. How was the organization prepared for the change?

2. Was the problem with employees whose jobs had changed dealt
with properly?

3. How were the customers and vendors communicated to about the

changed procedures for interfacing in various transactions with
Whirlpool?

4. How were it employees prepared for interfacing with external

consultants?

5. Evaluate the steps that were taken in the ERP activities. Which were
done well and which could be improved?

6. Do you think SAP should be held accountable for any of the

problems faced by Whirlpool? Why or why not?

****

239
240
 Notes

UNIT V

Unit Structure

Lesson 5.1 - E Business & Logistics

Lesson 5.2 - Business Process Management
Lesson 5.3 - Customer Relationship Management

Lesson 5.1 - E Business & Logistics

Learning Objectives

After reading this lesson you will be able to

Understand the concept of e business

Understand the key security issues in e business
Indentify the Common Security Measures for E-Business Systems
Develop and understand the concept of e logistics
Analyze the challenges in e logistics
Identify the concept of e procurement
Understand the concept of e - fulfillment

Introduction to E-Business

It is widely acknowledged today that new technologies, in

particular access to the Internet, tend to modify communication between
the different players in the professional world, notably:

Relationships between the enterprise and its clients,

The internal functioning of the enterprise, including enterprise-
employee relationships,

241
Notes
The relationship of the enterprise with its different partners and
suppliers.

The term e-Business therefore refers to the integration, within the

company, of tools based on information and communication technologies
(generally referred to as business software) to improve their functioning
in order to create value for the enterprise, its clients, and its partners.

E-Business no longer only applies to virtual companies (called

click and mortar) all of whose activities are based on the Net, but also to
traditional companies (called brick and mortar).

The term e-Commerce (also called Electronic commerce), which

is frequently mixed up with the term e-Business, as a matter of fact, only
covers one aspect of e-Business, i.e. the use of an electronic support for the
commercial relationship between a company and individuals. The purpose
of this document is to present the different underlying technologies (in
reality, organizational modes based on information and communication
technologies) and their associated acronyms.

Creation of Value

The goal of any e-Business project is to create value. Value can be

created in different manners:

As a result of an increase in margins, i.e. a reduction in production

costs or an increase in profits. E-Business makes it possible to
achieve this in a number of different ways:
Positioning on new markets
Increasing the quality of products or services
Prospecting new clients
Increasing customer loyalty
Increasing the efficiency of internal functioning
As a result of increased staff motivation. The transition from a
traditional activity to an e-Business activity ideally makes it possible
to motivate associates to the extent that:
The overall strategy is more visible for the employees and favors a
common culture

242
 Notes

The mode of functioning implies that the players assume
responsibilities
Teamwork favors improvement of competences
As a result of customer satisfaction. As a matter of fact, e-Business
favors:
a drop in prices in connection with an increase in productivity
improved listening to clients
Products and services that are suitable for the clients needs
A mode of functioning that is transparent for the user
As a result of privileged relationships with the partners. The
creation of communication channels with the suppliers permits:
Increased familiarity with each other
Increased responsiveness
Improved anticipation capacities
Sharing of resources that is beneficial for both parties

An e-Business project can therefore only work as soon as it adds

value to the company, but also to its staff, its clients, and partners.

Key Security Concerns within E-Business

Privacy and confidentiality: Confidentiality is the extent to which

businesses makes personal information available to other business-
es and individuals. With any business, confidential information
must remain secure and only be accessible to the intended recipi-
ent. However, this becomes even more difficult when dealing with
e-businesses specifically. To keep such information secure means
protecting any electronic records and files from unauthorized ac-
cess, as well as ensuring safe transmission and data storage of such
information. Tools such as encryption and firewalls manage this
specific concern within e-business.

Authenticity: E-business transactions pose greater challenges for

establishing authenticity due to the ease with which electronic in-
formation may be altered and copied. Both parties in an e-business
transaction want to have the assurance that the other party is who
they claim to be, especially when a customer places an order and
then submits a payment electronically. One common way to en-

243
Notes
sure this is to limit access to a network or trusted parties by using
a virtual private network (VPN) technology. The establishment of
authenticity is even greater when a combination of techniques are
used, and such techniques involve checking something you know
(i.e. password or PIN), something you have (i.e. credit card), or
something you are (i.e. digital signatures or voice recognition
methods). Many times in e-business, however, something you
are is pretty strongly verified by checking the purchasers some-
thing you have (i.e. credit card) and something you know (i.e.
card number).

Data integrity: Data integrity answers the question Can the

information be changed or corrupted in any way? This leads to
the assurance that the message received is identical to the message
sent. A business needs to be confident that data is not changed
in transit, whether deliberately or by accident. To help with data
integrity, firewalls protect stored data against unauthorized access,
while simply backing up data allows recovery should the data or
equipment be damaged.

Non-repudiation: This concern deals with the existence of proof

in a transaction. A business must have assurance that the receiving
party or purchaser cannot deny that a transaction has occurred,
and this means having sufficient evidence to prove the transaction.
One way to address non-repudiation is using digital signatures.
A digital signature not only ensures that a message or document
has been electronically signed by the person, but since a digital
signature can only be created by one person, it also ensures that
this person cannot later deny that they provided their signature.

Access control: When certain electronic resources and information

is limited to only a few authorized individuals, a business and its
customers must have the assurance that no one else can access
the systems or information. Fortunately, there are a variety of
techniques to address this concern including firewalls, access
privileges, user identification and authentication techniques (such
as passwords and digital certificates), Virtual Private Networks
(VPN), and much more.

Availability: This concern is specifically pertinent to a business

customers as certain information must be available when customers

244
 Notes
need it. Messages must be delivered in a reliable and timely fashion,
and information must be stored and retrieved as required. Because
availability of service is important for all e-business websites, steps
must be taken to prevent disruption of service by events such as
power outages and damage to physical infrastructure. Examples
to address this include data backup, fire-suppression systems,
Uninterrupted Power Supply (UPS) systems, virus protection, as
well as making sure that there is sufficient capacity to handle the
demands posed by heavy network traffic.

Common Security Measures for E-Business Systems

Many different forms of security exist for e-businesses. Some

general security guidelines include areas in physical security, data storage,
data transmission, application development, and system administration.

a) Physical Security

Despite e-business being business done online, there are still

physical security measures that can be taken to protect the business as
a whole. Even though business is done online, the building that houses
the servers and computers must be protected and have limited access to
employees and other persons. For example, this room should only allow
authorized users to enter, and should ensure that windows, dropped
ceilings, large air ducts, and raised floors do not allow easy access to
unauthorized persons. Preferably these important items would be kept in
an air-conditioned room without any windows.

Protecting against the environment is equally important in physical

security as protecting against unauthorized users. The room may protect
the equipment against flooding by keeping all equipment raised off of the
floor. In addition, the room should contain a fire extinguisher in case of
fire. The organization should have a fire plan in case this situation arises.

In addition to keeping the servers and computers safe, physical

security of confidential information is important. This includes client
information such as credit card numbers, checks, phone numbers, etc.
It also includes any of the organizations private information. Locking
physical and electronic copies of this data in a drawer or cabinet is one

245
Notes
additional measure of security. Doors and windows leading into this
area should also be securely locked. Only employees that need to use this
information as part of their job should be given keys.

Important information can also be kept secure by keeping backups

of files and updating them on a regular basis. It is best to keep these
backups in a separate secure location in case there is a natural disaster or
breach of security at the main location.

Failover sites can be built in case there is a problem with the

main location. This site should be just like the main location in terms of
hardware, software, and security features. This site can be used in case of
fire or natural disaster at the original site. It is also important to test the
failover site to ensure it will actually work if the need arises.

State of the art security systems, such as the one used at Tidepoints
headquarters, might include access control, alarm systems, and closed-
circuit television. One form of access control is face (or another feature)
recognition systems.

This allows only authorized personnel to enter, and also serves the
purpose of convenience for employees who dont have to carry keys or
cards. Cameras can also be placed throughout the building and at all points
of entry. Alarm systems also serve as an added measure of protection
against theft.

b) Data Storage

Storing data in a secure manner is very important to all businesses,

but especially to e-businesses where most of the data is stored in an
electronic manner. Data that is confidential should not be stored on the
e-business server, but instead moved to another physical machine to be
stored. If possible this machine should not be directly connected to the
internet, and should also be stored in a safe location. The information
should be stored in an encrypted format.

Any highly sensitive information should not be stored if it is

possible. If it does need to be stored, it should be kept on only a few reliable
machines to prevent easy access. Extra security measures should be taken

246
 Notes
to protect this information (such as private keys) if possible. Additionally,
information should only be kept for a short period of time, and once it
is no longer necessary it should be deleted to prevent it from falling into
the wrong hands. Similarly, backups and copies of information should be
kept secure with the same security measures as the original information.
Once a backup is no longer needed, it should be carefully but thoroughly
destroyed.

c) Data transmission and application development:

All sensitive information being transmitted should be encrypted.

Businesses can opt to refuse clients who cant accept this level of encryption.
Confidential and sensitive information should also never be sent through
e-mail. If it must be, then it should also be encrypted.

Transferring and displaying secure information should be kept to a

minimum. This can be done by never displaying a full credit card number
for example. Only a few of the numbers may be shown, and changes to this
information can be done without displaying the full number. It should
also be impossible to retrieve this information online.

Source code should also be kept in a secure location. It should not

be visible to the public.

Applications and changes should be tested before they are placed

online for reliability and compatibility.

d) System administration:

Security on default operating systems should be increased

immediately. Patches and software updates should be applied in a timely
manner. All system configuration changes should be kept in a log and
promptly updated.

System administrators should keep watch for suspicious activity

within the business by inspecting log files and researching repeated logon
failures. They can also audit their e-business system and look for any holes
in the security measures. It is important to make sure plans for security are
in place but also to test the security measures to make sure they actually

247
Notes
work. With the use of social engineering, the wrong people can get a hold
of confidential information. To protect against this, staff can be made
aware of social engineering and trained to properly deal with sensitive
information.

E-businesses may use passwords for employee logons, accessing

secure information, or by customers. Passwords should be made impossible
to guess. They should consist of both letters and numbers, and be at least
seven to eight digits long. They should not contain any names, birth dates,
etc. Passwords should be changed frequently and should be unique each
time. Only the passwords user should know the password and it should
never be written down or stored anywhere. Users should also be locked
out of the system after a certain number of failed logon attempts to prevent
guessing of passwords.

Security Solutions

When it comes to security solutions, there are some main goals

that are to be met. These goals are data integrity, strong authentication,
and privacy.

a) Access and Data Integrity

There are several different ways to prevent access to the data that
is kept online. One way is to use anti-virus software. This is something
that most people use to protect their networks regardless of the data they
have. E-businesses should use this because they can then be sure that the
information sent and received to their system is clean. A second way to
protect the data is to use firewalls and network protection. A firewall is
used to restrict access to private networks, as well as public networks that a
company may use. The firewall also has the ability to log attempts into the
network and provide warnings as it is happening. They are very beneficial
to keep third-parties out of the network. Businesses that use Wi-Fi need to
consider different forms of protection because these networks are easier
for someone to access. They should look into protected access, virtual
private networks, or internet protocol security. Another option they have
is an intrusion detection system. This system alerts when there are possible
intrusions. Some companies set up traps or hot spots to attract people
and are then able to know when someone is trying to hack into that area.

248
 Notes
b) Encryption

Encryption, which is actually a part of cryptography, involves

transforming texts or messages into a code which is unreadable. These
messages have to be decrypted in order to be understandable or usable
for someone. There is a key that identifies the data to a certain person or
company. With public key encryption, there are actually two keys used.
One is public and one is private. The public one is used for encryption,
and the private for decryption. The level of the actual encryption can be
adjusted and should be based on the information. The key can be just a
simple slide of letters or a completely random mix-up of letters. This is
relatively easy to implement because there is software that a company can
purchase. A company needs to be sure that their keys are registered with
a certificate authority.

c) Digital Certificates

The point of a digital certificate is to identify the owner of a docu-

ment. This way the receiver knows that it is an authentic document. Com-
panies can use these certificates in several different ways. They can be
used as a replacement for user names and passwords. Each employee can
be given these to access the documents that they need from wherever they
are. These certificates also use encryption. They are a little more com-
plicated than normal encryption however. They actually used important
information within the code. They do this in order to assure authenticity
of the documents as well as confidentiality and data integrity which al-
ways accompany encryption. Digital certificates are not commonly used
because they are confusing for people to implement. There can be compli-
cations when using different browsers, which means they need to use mul-
tiple certificates. The process is being adjusted so that it is easier to use.

d Digital Signatures

A final way to secure information online would be to use a digital

signature. If a document has a digital signature on it, no one else is able
to edit the information without being detected. That way if it is edited,
it may be adjusted for reliability after the fact. In order to use a digital
signature, one must use a combination of cryptography and a message
digest. A message digest is used to give the document a unique value. That
value is then encrypted with the senders private key.

249
Process Mapping

Process Map Example

250
 Notes
e) Time to Market

Time To Market is the time that is necessary to bring a product

on the market from a time an idea was put forward. Worldwide, new
technologies provide an incredible source of inspiration to formalize ideas
while making Time-To-Market even more critical because of the rapid
flow of information and speedy competition.

f) Reduction of Costs and ROI

The use of new technologies for the functioning of an enterprise

makes it possible to reduce the costs on the different levels of its
organization in time. Nonetheless, implementation of such a project is
generally very costly and necessarily leads to organizational changes,
which may cause upheaval in the practices of its employees. It is therefore
essential to determine the return on investment (ROI) of such a project,
i.e. the difference between the expected profits and the required overall
investment, taking into account the cost of human resources mobilized.

Characterization of the e-Business

A company can be viewed as an entity providing products or

services to clients with the support of products or services of partners
in a constantly changing environment. The functioning of an enterprise
can be roughly modeled in accordance with a set of interacting functions,
which are commonly classified in three categories:

Performance functions, which represent the core of its activity (core

business), i.e. the production of goods or services. They pertain
to activities of production, stock management, and purchasing
(purchasing function);

The management functions, which cover all strategic functions of

management of the company; they cover general management of
the company, the human resources (HR) management functions as
well as the financial and accounting management functions;

The support functions, which support the performance functions

to ensure proper functioning of the enterprise. Support functions
conver all activities related with sales (in certain cases, they are part

251
Notes
of the core business) as well as all activities that are transversal to the
organization, such as management of technological infrastructures
(IT, Information Technology function).

Enterprises are generally characterized by the type of commercial

relationships they maintain. Dedicated terms therefore exist to
quality this type of relationship:

B To B (Business To Business, sometimes written B2B) means a

commercial relationship business to business based on the use of a
numerical support for the exchange of information.

B To C (Business To Consumer, sometimes wrritten B2C)
means a relationship between a company and the public at large
(individuals). This is called electronic commerce, whose definition
is not limited to sales, but rather covers all possible exchanges
between a company and its clients, from the request for an estimate
to after-sales service;

B To A (Business To Administration, sometimes written B2A)

means a relationship between a company and the public sector (tax
administration, etc.) based on numerical exchange mechanisms
(teleprocedures, electronic forms, etc.).

As an extension of these concepts, the term B To E (Business To

Employees, sometimes written B2E) has also emerged to refer to the
relationship between a company and its employees, in particular through
the provision of forms directed at them for managing their carreer,
vacation, or their relationship with the company committee.

E-Logistics

Introduction

E-commerce logistics and e-fulfillment represent the myriad

activities that are needed to ensure the customer gets what the customer
wants when the customer wants it. They are the least glamorous but most
critical functions in electronic commerce. They can also be the most
expensive. E-businesses fail to recognize that often up to 40 percent of
their cost of goods sold is buried in fulfillment and back-end logistics.

252
 Notes
In fact, most online merchants are unaware of what their total costs
are. This lack of knowledge is directly responsible for the failure of many
ecommerce businesses during the past two years.

The Importance of E-Logistics and E-Fulfillment

Electronic commerce not only revolutionized the way goods are

sold, but how they are delivered. The tenets of one-to-one marketing
that online firms are adopting must be carried over to their fulfillment
operations, and this is creating mass-scale chaos.

Customers demand customized products delivered at very high

speed with complete order flexibility and convenience. Todays online
customers want to be able to track their orders instantly from the moment
they click the Buy button until the moment the package arrives on their
doorstep, and be able to reroute packages, determine delivery costs and
time-in-transit, and break up their orders for multiple ship-to addresses.

The shift of power from the seller to the buyer is creating a new era
of expectations, and buyers - whether they are consumers or businesses
say they will not tolerate experiences such as partial shipments of
goods on an installment basis, poor product return policies, or surprise
backorders.

Options for Handling E-Fulfillment and E-Logistics

Online businesses have three options for handling e-logistics

and e-fulfillment: they can perform the functions themselves in-house,
they can outsource the functions to a third-party, or they can use drop-
shipping. There are some definite arguments in favor of outsourcing.

When distribution is not a companys core competency, outsourcing

the function can help a company grow by allowing it to focus on its
mission-critical activities. Businesses that outsource e-fulfillment can also
deploy sites quickly, with minimal capital investment, while maintaining
the confidence that customers will receive the level of service they expect.

If an e-business is successful, the ability to handle large volumes

very quickly becomes of paramount importance. By outsourcing, an

253
Notes
e-business is able to plug into the third-partys infrastructure, which
should be robust enough to handle the increased activity.

Outsourcing also alleviates the need to hire internal logistics and

fulfillment staff, and to build and equip expensive warehouses. Third-
party providers have the advantage of capturing and processing the details
of thousands of transactions.

The sheer quantity of data can be very useful for trending and
improving sales and customer service. In fact, a new type of third-party
providers, Logistics Visibility Providers (LVPs), specialize in capturing,
cleansing, verifying and analyzing the data from all other logistics service
providers in order to facilitate supply chain visibility.

There are also some distinct disadvantages to outsourcing, chief

among them being the loss of control. Regardless of whom an e-business
outsources to, it is still responsible for the quality of the customer
relationship, and it is liable if anything goes awry. The truth is, few logistics
outsourcers have figured out how to do ecommerce fulfillment well.

Qualified e-logistics providers must depend on integrated IT

systems and complex software to manage the dynamic flow of products.
The quality of information must be much better than that of traditional
outsourcers, so that companies can have visibility into their supply chains.
Better information also reduces inventory throughout the supply chain,
enabling companies to react quickly to market changes.

But better supply chain visibility changes the face of physical

distribution. Since companies do not need to stock as much inventory,
e-logistics providers must store and transport unit-sized shipments rather
than traditional pallet-sized shipments. This requires a complete overhaul
of business processes.

Performing E-Logistics and E-Fulfillment In-House

Some firms consider overhauling their own businesses and doing

the logistics and fulfillment themselves. If a business has an existing
infrastructure, warehouses and customer service center, it can probably
retool itself for in-house e-logistics, but it should hire outside expertise to

254
 Notes
determine how robust its existing logistics platform is and what revisions
need to be made. Although orders may be initiated via a website, unless
the firm has done an extensive amount of systems integration, much of
that data must be manually input into other supply chain management,
planning, warehouse-management, and logistics systems.

The logistics platform will also have to address content management,

application development, cross-function integration, business intelligence,
and mobile Internet access. The platform must also enable suppliers and
customers to retrieve information about the demand picture, forecasts,
delivery dates, shipment tracking, and other necessary data.

Software Applications that Support E-Logistics and E-Fulfillment

In e-logistics, the movement of data is the precursor to moving

funds and physicalngoods. A company that cannot move data instantly,
easily and without errors, is doomed to failure. How a company handles
data should be such a high priority that it should determine everything
from the software packages a company buys to the database systems it
uses.

Systems integration must be made a priority from the beginning.

Too often, a company will buy systems in a haphazard way, based upon
isolated functions within a company. Often the same data is manually input
multiple times into multiple systems, creating multiple chances for errors.
In e-commerce, trying to piece together a group of point solutions does
not work the old way of operating in isolated information silos must be
completely dismantled.

This usually requires outside expertise to analyze the business

processes in each department in an organization, and to start creating
communications amongst the various functions. Once a company has its
database and integration issues settled it needs to deal with another key
issue of e-logistics: the movement of data and conveying of instructions
between the many different entities involved in buying, selling and
shipping goods. This is why XMLthe Extensible Markup Language
was invented.

255
Notes
Representative functions in e-logistics and e-fulfillment software

Order Entry and Management

Order entry systems

Authentication services
Anti-fraud screening
Credit card pre-authorization and processing
Local currency billing
Export control screening (Denied Parties Lists in the U.S.)
Sales tax and VAT. calculations

Logistics Services

Integrated distribution and warehousing

Reverse logistics/returns management
Package tracking and tracing
Warehouse management systems
Multi-modal transportation management
Supply chain management
Routing and scheduling
Requisitioning and procurement
Partnership relationship management
Inventory accounting
Inventory management
Billing and invoicing
Trade planning
Trade compliance
Materials compliance
Customs clearance applications
Carrier contract and shipment management
Logistics documentation
In-transit and receipt of goods management

256
 Notes
Landed Cost Engines

Exchange calculators
Duty calculators
Tax calculators
Shipping cost engines
Exception handling

Customer Service Suites

Email handling
Call routing and tracking
Customer relationship management
Fulfillment house messaging
Help desk applications
Workflow management

Major Characteristics of E-Commerce that Impose New Requirements

on Logistics Services

Larger number of small parcels or packages due to a larger number

of buyers making direct orders and a larger number of sellers than
in traditional trade;

Large numbers of on-line customers, mostly unknown to the sellers;

Demand for shipments is much more unpredictable and unstable

since it originates from more numerous customers;

Origins and destinations of shipments are more widely dispersed,

given that more buyers place direct orders with producers and
distributors and more sellers access buyers globally;

Accountability for shipments extends through the entire supply

chain, compared with traditional logistics in which accountability
is limited to single links of the supply chain;

Customers have high expectations about quality of services and

demand fast delivery of shipments;

257
Notes
Higher incidence of cargoes returned to the supplier than in
traditional trade;

Greater demand for and availability of information covering
transactions over entire supply chain, thus allowing on-line
shipment tracking and other supply chain management functions;

Greater focus on one-to-one marketing, which creates demand for

customized delivery and post-transaction customer services;

Greater complexity in fulfilling international orders than in
traditional trade, thus preventing some retailers and service
providers from being involved in international e-commerce;

The emergence of demand for on-line processing of shipments,

including cargo booking, bills of lading/airway bills, freight
payment, rate quotation, landed price calculations and tariff
management;

Substantial increase in the volume of small shipments, leading to

growth of demand for warehousing transport and other logistics
infrastructure that can handle larger volumes of small shipments;

Greater scope for customer self-service.

As defined by the Council of Logistics Management in 2004,

logistics is that part of supply chain management that plans, implements
and controls the efficient, effective forward and reverse flow and storage
of goods, services and related information between the point of origin and
the point of consumption in order to meet customer requirements

In the second phase, e-commerce stage, opportunities are opened

for transactions. Transactions are the core elements in commercial
activities. A transaction consists of two major parts: transaction creation
and transaction fulfillment. In the digital economy transaction creation is
done over the Internet which usually leads to reduced transaction costs.
E-commerce can be divided into two separate areas: B2C and B2B with
different e-logistics requirements.

The key words of the digital economy can be summarized to contain

the following key-words: speed, flexibility, connectivity, interactivity, and
intangibles. The advent of this new digital economy has triggered a new

258
 Notes
type of logistics, which we will denote e-logistics. We will define e-logistics
as holistic solutions integrating information- and communication
technology (ICT) and logistics in the new strategic landscape opening up.

E-logistics can also be seen as the physical fulfillment of the new

transaction possibilities created through e-business. The agile and flexible
logistics designed for the digital economy, the e-logistics, can be regarded
as the third phase in the evolution of logistics, following military and
business logistics (Ericsson, 2000)

According to Linster, there are seven key steps to implementing a

successful elogistics strategy. A synthesis of those steps is below:

1. Understand the potential of your partner network.

2. Identify core competencies.
3. Integrate internal business applications.
4. Implement a trading partner portal/extranet
5. Create complete and coherent processes with your partners
6. Implement visibility applications. By visibility applications
7. Focus on command and control after implementing the eLogistic
strategy. A successful system is continuously monitored and
modified as business demands.

The challenge confronting e-logistics include the need to overcome

Poor transaction management

Persistent overcapacity in inventory that result in low returns,
markdowns, shrinkage and write offs
Demand imbalances that can cause frequent out-of-stocks
Slow fulfilment cycle times that when coupled with poor revenue
management systems cause unsatisfactory variations between
income and expenditure patterns
On-time delivery problems
Lack of differentiation between logistics service providers
Obsolete technologies that can no longer be incrementally improved
Inter-operability problems between online and back-end systems

259
Notes
within and between different companies
Overcoming fragmentation of shipping management
Declining service quality and customer satisfaction levels

Are e-logistics and e-commerce the same thing?

Some researchers and experts have endeavored to distance

e-logistics from e-commerce. This is similar to how some authors separate
e-business from e-commerce.

Domains of e-commerce and e-logistics

As depicted above, some writers distinguish e-commerce from

e-logistics by suggesting e-commerce does not extend beyond the purchase
transaction. This view has not been explored or supported in depth in
these course notes, mainly because once one looks to fulfilment of an
order, one has to involve shipping and supply chain management issues
related to logistics. This is not to say there is no value in distinguishing
e-logistics from e-commerce and this debate assists in refining boundaries
and fields of analysis.

It is clear e-commerce and logistics separate where ICTs, and

especially the Internet, are not directly involved in goods and services
being promoted, selected, ordered and paid for. It is debatable whether
e-logistics needs to be considered as a sub-component of e-commerce, but
it is unarguable that e-commerce and e-logistics overlap and should be

260
examined together when developing an e-business strategy or reviewing
supply chain management.

E - Procurement

The basic tenet of our exercise is that e-government and, in

particular, e-procurement programs result into an improvement of the
labour productivity of the public sector and, as a consequence, contribute
to a number of intermediate outcomes (better services, cost savings, time
savings, transparency), to economic rationality (organisational efficiency,
simplification) and to GDP growth.
E-procurement Definition

Is the term used to describe the use of electronic methods, typically

over the Internet to conduct transactions between awarding
authorities and suppliers.

The process of e-procurement covers every stage of purchasing,

from the initial identification of a requirement, through the
tendering process, to the payment and potentially the contract
management.

Workflow of Procurement Process

261
Notes
E-procurement Challenges
Organizational

Many users are resistant to change, simply due to human nature

and habit
Users may believe that e-procurement will make their job more
difficult or cumbersome
Current roles will change due to the impact of e-procurement

Economic-Legal

Level of economic development

Regulatory framework
Technological scenario
Existence of private competitor services
General Education level

Objectives of E-Procurement

Reduce cycle times of procurement

Increase supplier access to ensure wider participation

Reduce costs of procurement through competitive bidding and
Reverse Auctioning

Remove cartelisation by supplier groups(Reverse Auctioning)

Increase visibility of procurement spend, for effective decision
making

Increase transparency in the procurement process

Almost complete elimination of paper work, for speedy and efficient
functioning

262
 E-procurement process and ICT Supporting Tools

E-Procurement Models

Activity Based Model

Indirect Procurement System (IPS) - Contracting subject do not

coincide with the ordering administration
Direct Procurement System (DPS) - Contracting subject coincides
with the ordering administration

Organization Based Model

Centralized Model - Purchasing procedures are centralized

Decentralized Model - purchasing procedures depend on each
administration unit

263
 Old Generation E-procurement: Direct Effects

As a critical part of eSCM, the inefficiencies of old procurement practices have had to be
abandoned by companies seeking to be competitive. As global markets emerge and efficiencies
of e-commerce eventuate, e-procurement has become an essential subset of eSCM.

E-procurement is dealt with here, before e-fulfilment, because it sits on the buy side of
a businesss supply chain. E-procurement confirms how supply chain integration is influencing
businesses.

New Generation E-procurement: Direct and Indirect effects

264
 At the e-procurement stage relational databases, internet
protocol (IP) and transmission control protocol (TCP) networks and
new innovations such as wireless technologies all make it essential that
customer facing activities know goods and services are available to meet
current and future demand. Failure of non-customer facing activities such
as purchasing, procurement, manufacturing and such like can result in a
failure to fulfill customer orders.

As depicted in Figure, e-procurement may be considered a sub-

set of e-commerce and eSCM. Resolving inefficiencies and reducing costs
associated with the purchasing and procurement process have resulted
in the implementation by businesses, particularly those engaging in
B2B transactions, of e-procurement processes. The development and
implementation of e-procurement strategies has in turn gone on to
become a cornerstone for successful supply chain management.

E-procurement, an essential component of eSCM

E-procurement permits the Internet and other data networks to

address a number of challenges confronting overall eSCM strategies.
Benefits include:

Preventing unauthorised purchasing and procurement activities

Accelerating transaction times
Reducing costs
More rapid collection of payments
Improving classification and categorisation of all goods and services

265
 More accurate processing
Integrating procurement processes with tracking and fulfilment
processes
Tracking in real-time all expenses and variations
Improving supply side arrangements
Reporting variations in quality or performance against agreed
standards

E-procurement Outcomes

Intermediate Outcomes

Better services;
Cost savings;
Time savings.

Final Outcomes

Improvement of the labour productivity of the public sector;

Economic rationality (organizational efficiency), simplifica-
tion, transparency and accountability;
GDP growth.

266
 E-procurement Models &Targets Matrix: Pros and Cons

E-Procurement

Minimized contract management staff
Reduce procurement transaction and

Support commodity specialisation automate processes

Reduce unit prices (buy side)
Support client account/ category spe-
cialisation

Plan supply

Plan and forecast demand

Reduce selling costs

Reduce inventories and off-contract

Increased margin
buying

Reduce costs for services/supply of ex-

Improve asset disposal options
isting customers

Secure new customers

Reduce distribution costs

Differences
E-procurement Advantages

E-procurement advantages are becoming more evident as the

wider understanding of its many uses become apparent. The main reason
companies have embraced e-procurement is to increase productivity,
provide visibility into day-to-day transactions and make it easier for users
to get the supplies that they need.

It has not been an easy road for e-procurement as implementation

has its challenges and it has taken time for business managers and pro-
curement departments to fully accept it. The advantages of e-procurement
are slowly being understood:

Reducing costs: Costs can be reduced by leveraging volume, having

structured supplier relationships and by using system improvements to
reduce external spend while improving quality and supplier performance.
E-procurement eliminates paperwork, rework and errors.

Visibility of spend: Centralized tracking of transactions enables

full reporting on requisitions, items purchased, orders processes and
payments made. E-procurement advantages extend to ensuring compliance
with existing and established contracts.

267
Notes

Productivity: Internal customers can obtain the items they want

from a catalogue of approved items through an on-line requisition and
ordering system. Procurement staff can be released from processing orders
and handling low value transactions to concentrate on strategic sourcing
and improving supplier relationships.

Controls: Standardized approval processes and formal workflows

ensure that the correct level of authorization is applied to each transaction
and that spend is directed to draw off existing contracts. Compliance to
policy is improved as users can quickly locate products and services from
preferred suppliers and are unable to create maverick purchases.

Using technology: E-procurement advantages can only be fully

realized when the systems and processes to manage it are in place. Software
tools are needed to create the standard procurement documentation:
electronic requests for information (e-RFI), requests for proposal (e-RFP)
and requests for quotation (e-RFQ). These are proven methods to source
goods and make the framework agreements that offer the best prices.

An adequate, fully integrated e-procurement approach is needed

for overall success. Additional programs provide the framework for
the supplier databases and spend management as well as holding key
vendor information and being an electronic repository for contracts.
All these facilities cost money and a clear business case must be made
for e-procurement. In most cases this is fairly clear that cost savings are
possible.

It pays for companies to spend money on e-procurement technology,

this investment will boost efficiency. The longer term reduction in costs
will enable companies to direct their resources to more strategic initiatives.
E-procurement advantages are significant bottom-line benefits, including
cost reduction, process efficiencies, spending controls and compliance.

E Procurement - Challenges and Opportunities

E procurement is an automation tool for corporate purchasing

process. The core definition is a business to business sale using the
internet as the medium for order processing. E procurement is more than

268
 Notes
the simple shortening of the supply chain with the Internet closing time
and distance obstacles between suppliers and users of products.

Instead, it is a comprehensive integrated IT network that

encourages purchasing discipline and leverages group buying power for
all procurement responsible people in an organization.

E procurement systems consist of a number of different tools.

These include automation of internal ordering processes, online catalogs
from approved vendors, and an electronic Request for Proposal (e-RFP)
process that leverages online auctions (e-auctions) to accumulate bids on
providing goods and services for a specific project.

The reasons for implementing e procurement systems all boil

down to one critical metric: ROI. According to the Aberdeen Group study
in 2004, companies that move to electronic procurement experience the
following benefits:
Reduced off contract spend by 64%.
Reduced prices by 7.3% for spend brought back onto contract.
Reduced requisition-to-order cycles by 66%.
Reduced requisition-to-order costs by 58%.
Increased total spend under management of procurement group
by 20%

Other challenges to implementation include, as with any oth-

er new system fielding, push-back from users. Both internal users and
even some vendors can create friction and resist the change. For lead-
ers in organizations, it is critical to prepare both internal customers and
actively communicate with vendors to ensure they are on-board with the
program.

E-procurement Trends in the Global Marketplace

Following the e-procurement trends over the past 20 years

highlights some successes but some challenges too. There is no doubt that
the Internet is drastically changing the way purchasing is done globally.
It has grown and evolved into a complex marketplace with many players
offering a variety of e-procurement and business-to-business services.

269
Notes
E-procurement is a catch-all term incorporating many aspects of
electronically-assisted buying. It can include services such as hosting of
databases, catalogue management, managing tenders and auctions on
behalf of clients through to a complete outsourced procurement service.
One example, it eliminates tedious manual work associated with preparing
and submitting large tenders using customized software.

E-procurement Trends in the Private Sector

Externally hosted e-procurement services are clearly part of a

growing trend. Some specialize by industry sector, like those serving the oil
and gas, pharmaceutical and mining industries all of which have embraced
e-procurement more than some other sectors. Some e-procurement
service companies provide the full range of supply network services to
support global procurement transactions.

Another e-procurement trend is where large corporations elect

to manage their e-procurement in-house. Successful implementations
of e-procurement are considered as one of the measures of a world-class
purchasing organisation. To do this they need to install enterprise-wide
software to manage the database and transactions but the big investment
in time and money sometimes means that there is not a compelling
business case.

E-Procurement Trends in the Government Sector

Some governments in mature economies are adopting

e-procurement more extensively as it provides structure, audit trails and
transparency of transactions. However, governments in emerging markets
are often unaware of the benefits that e-procurement can provide. World
Bank research has also found some reluctance by governments in adopting
a system that is so fully transparent.

Certain basic requirements need to be fulfilled before an

e-procurement system can achieve maximum potential in government.
These are recommendations by the World Bank which include expanding
ICT services, guaranteeing a secure online environment, development
of standards and processes, and most importantly, for purchasers to be
trained.

270
 Notes
Sourcing E-Procurement Services

Sourcing e-procurement services requires much prior forethought

and planning and a clearly defined strategy. A basic explanation of
e-procurement is that it is the business-to-business purchase and sale of
supplies and services over the Internet. External service providers who
are experienced in operating an e-procurement business can provide
economies of scale resulting in cost savings for the client.

The definition: However, e-Procurement is more than just a

system for making purchases online. A true e-procurement system can
connect companies and their business processes directly with suppliers,
managing all interactions between them. This traditionally includes the
management of bids, supplier correspondence, pricing history and an
electronic communication system.
The services: Outsource companies provide services covering
the design of the strategy through to implementation, hosting and
maintenance of the on-going operations. The selection of the right service
for a companys requirements is the key to success. Some e-procurement
service providers only provide e-sourcing services, others may only
provide the hosting services and some specialize by industry.

E-Sourcing

271
Notes
E-sourcing: The whole process from identifying suitable vendors,
to obtaining competitive terms and managing the on-going supply
relationship constitutes e-sourcing. This process, illustrated below, is the
central hub of e-procurement.

Reverse auctions, where suppliers offer their goods for the best
price, is one of the services most offered by e-procurement specialists. The
management of the whole sourcing process using a Request for Information
or Proposal (e-RFx) through to the finalization of the contract is a popular
service that shows the process to be fully transparent as it is managed by
a third party.

E-procurement services also include doing an analysis of the

clients spend profile, hosting and maintaining a database of suppliers
whilst recording their performance history for future negotiations. The
more developed and established e-procurement services include supplier
and market intelligence, knowledge management and the full range of
staff training modules.

There is a lot of choice in the level, extent and quality of the

services offered in this field. Research is needed and references should be
taken from existing clients to ensure that the right supplier is engaged.
The selection of suitable e-procurement services depends on the maturity
of the client and his intended strategy.

E-Fulfilment

It is not the purpose of this section to overview fulfillment in its

entirety. Our aim is purely to illustrate the impact of e-commerce on
fulfillment; i.e. uncover the current state of play for e-fulfillment.

E-fulfillment is broadly defined to mean:

The electronic integration and enablement of processes chartered

with efficiently and effectively managing activities revolving around
presenting, modeling, completing orders and delivering the products to
the customer.

272
 Notes
It is important to reiterate that, just as the Internet has transformed
selling and sales to customers and businesses, so it has transformed supply
side activities. This includes integration of fulfilment activities with order
management, warehousing and logistics. For instance e-fulfilment data
is increasingly integrated with back-end systems or information systems
to ensure it informs not only logistics (right product and service, on time
accurately to the customers order) but also e-procurement activities
(supplies meet demand).

Businesses also expect e-fulfilment to:

Make every customer action visible

Synchronise supply-side data with data on customer actions, needs,
preferences and trends
Integrate data and reporting across all stages of the supply chain
For the end customer e-fulfilment is not at all like previous
fulfilment strategies such as direct order or catalogue sales. Electronic
enablement means customers expect:

A high level of performance, speed, and precision

Access to vast amounts of information that can be personalised
Traceability and status updates on any order

As stated by Hintlian, Mann and Churchman e-fulfilment revolves

around e-business models that address three fundamental challenges:

1. Merging operational excellence with e-commerce opportunities.

2. Realising integrated fulfilment relies on creating new kinds of
relationships and services.
3. Integrating fulfilment with strategies focused on capabilities
required to support B2B/B2C and to better compete among
emerging marketplaces.

273
 The Changing Fulfilment Solution Landscape

The detail importance of carefully aligning e-commerce opportu-

nities with an integrated fulfilment vision by:

Segmenting customers according to needs

Customising the logistics network
Integrating demand and supply planning
Integrating product, information and financial flows through the
supply chain
Differentiating the product closer to the customer
Sourcing strategically
Using supply chain spanning performance metrics

Hintlian, Mann and Churchman also suggest the integration must

come with collaboration and relationships with other businesses that
reflect:

Collaboration between service providers and users

Win-win commercial arrangements
A true understanding of core competencies and re-assessment of
activities that can be outsourced

274
 Arrangements that provide services to both networks as well as
individual companies:3)

The Changing Fulfilment Solution Landscape (Hintlian et al. 2002:3)

****

275
Notes

Lesson 5.2 - Business Process Management

Learning Objectives

After reading this lesson you will be able to

Understand about internet and intranet

Understand about Internet auctions
Understand the concept of Business Process Management
Understand the concept of E-Marketing
Understand the concept of E- Commerce

Front Office/Back Office

The terms Front Office and Back Office are generally used to
describe the parts of the company (or of itsinformation system) that
are dedicated, respectively, to the direct relationship with the client and
proper management of the company. The Front-Office (sometimes also
called Front line) refers to the front part of the entrepriser that is visible
to the clients.

In turn, Back Office refers to all parts of the information system to

which the final user does not have access. The term therefore covers all
internal processes within the enterprise (production, logistics, warehous-
ing, sales, accounting, human resources management, etc.)

Presentation of the Different Concepts

Implementing an e-Business project necessarily involves the

deployment of an enterprise network through which enterprise-specific
services are accessible in client-server mode, generally via a web interface
which can be queried by using a simple navigator. Nonetheless, the
implementation of computer tools is not sufficient. It is therefore believed
that an enterprise only actually implements an e-Business project as soon
as it implements a new organization based on new technologies. The

276
 Notes
concept of e-Business is nonetheless very flexible and covers all possible
uses of information and communication technologies (ICT) for any and
all of the following activities:

Making the relationships between the enterprise and its clients and
different partners (suppliers, authorities, etc.) more efficient
Developing new business opportunities
Facilitating the internal flow of information
Controlling the different processes of the enterprise (production,
warehousing, purchasing, sales, human resources, etc.)

The goal is therefore to create privileged communication channels

between the enterprise and its environment and link them with its internal
processes to better control internal and external costs In reality, Back
Office and Front office are not entirely separate since the teams in charge
of the customer relationship must know a minimum of information
regarding the process of producing the product or providing the service
of the company. In turn, the sectors that are dedicated to product design
must be kept informed of problems that are encountered by the users or, in
turn, their needs, in order to re enter a circle of continuous improvement.

Intranet & Extranet

An intranet is a set of Internet services (for example a web server)

inside a local network, i.e. only accessible from workstations of a local
network, or rather a set of well-defined networks that are invisible (or
inaccessible) from the outside. It involves the use of Internet client-server
standards (using TCP/IP) protocols such as, for example, the use of Web
browsers (HTTP protocol-based client) and Web servers (HTTP protocol),
to create an information system inside of an organization or enterprise.

An intranet is generally based on a three-tier architecture, comprising:

Clients (generally Web browsers);

One or several application servers (middleware): a web server
which makes it possible to interpret CGI, PHP, ASP or other scripts
and translate them into SQL queries to query a database;
A database server.

277
Notes
In this manner, the client machines handle the graphical interface
while the different servers handle the data. The network makes it possible
to exchange queries and the responses between clients and servers. An
intranet naturally has several clients (the computers of the local network)
and may also comprise several servers. A large enterprise may, for exam-
ple, have a web server for each service to provide an Intranet comprising
a federator web server linking the different servers that are managed for
each service.

Usefulness of an Intranet

An intranet within an enterprise makes it easy to make a wide variety

of different documents available to employees, which provides centralized
and coherent access to the enterprises knowledge, which is referred to
as capitalization of knowledge. In this manner, it is generally necessary
to define the access rights of the users of the Intranet to the documents
located thereon, and consequently authentication of such access rights to
provide them with personalized access to certain documents.

Documents of any kind (text, images, videos, sounds, etc.) can be

made available on an Intranet. In addition, an Intranet may provide a very
interesting groupware function, i.e. allow groupwork. Here are some of
the functions which may be provided by an Intranet:

Access to information regarding the enterprise (bulletin board)

Access to technical documents
Search engine for documentations
Exchange of data among coworkers
Staff roster

Project management, decision-making aid, agenda, computer-
aided engineering
Electronic messaging
Discussion forum, distribution list, direct chat
Videoconference
Internet portal

An Intranet therefore favors communication within the enterprise

and limits errors as a result of poor flow of information. Information
available on the Intranet must be updated to prevent version conflicts.

278
 Notes
Advantages of an Intranet

An Intranet makes it possible to create an information system at

a low cost (specifically, the cost of an Intranet may very well be limited
to the cost of the material, its maintenance and updating, with client
workstations operating with free navigators, a server running under Linux
with the Apache web serve, and the database server MySQL). On the other
hand, considering the universal nature of the means in play, any type of
machine can be connected to the local network, i.e. the Intranet.

Implementation of the Intranet

An Intranet must be designed in accordance with the needs of

the enterprise or of the organization (at the level of the services to be
implemented). The Intranet must therefore not only be designed by the
computer engineers of the enterprise, but within the scope of a project
which takes into account the needs of all the parties interacting with the
company.

Insofar as physical setup is concerned, it is sufficient to set up a web

server (for example a machine running under Linux with the Apache web
server and the database server MySQL or rather a server under Windows
with the web server Microsoft Internet Information Server). It is then
sufficient to configure a domain name for the server.

Extranet

An extranet is an extension of the information system of the

company to its partners located outside of the network. Access to the
extranet must be secured to the extent that the same provides access to
the information system for persons located outside of the enterprise. This
might involve simple authentication (authentication via user name and
password) or strong authentication (authentication via a certificate).

It is recommended to use HTTPS for all web pages that are

consulted from the outside to secure the transport of HTTP queries and
answers and to prevent, in particular, the open transfer of the password on
the network. An extranet is therefore neither an Intranet nor an Internet
site. It is rather a supplementary system providing, for example, the clients

279
Notes
of an enterprise, its partners or its subsidiaries with privileged access to
certain computer resources of the enterprise via a Web interface.

Groupware

The term Groupware refers to the methods and software tools

which allow users to carry out joint work across networks. The term
GroupWare therefore refers to miscellaneous and varied applications
which contribute to one and the same goal: allowing users that are
geographically apart to work in a team.

Teamwork can be conducted through sharing information or

rather creating and exchanging computerized data. In most cases,
groupware refers to messaging tools (whether instantaneous or not) as
well as miscellaneous applications such as:

Shared agenda
Shared document workspace
Information exchange tools (electronic forums)
Contact management tool
Workflow tools
Electronic conferencing (videoconferencing, chat, etc.)

Internet Auctions

The online auction business model (internet auction, electronic

auction, eauction, e-auction) is one in which participants bid for products
and services over the Internet. The functionality of buying and selling
in an auction format is made possible through auction software which
regulates the various processes involved.

Several types of online auctions are possible. In an English auction

the initial price starts low and is bid up by successive bidders. In a Dutch
auction, multiple identical items are offered in one auction, with all
winning bidders paying the same pricethe highest price at which all
items will be sold (treasury bills, for example, are auctioned this way).
Currently almost all online auctions use the English auction method.

280
 Notes
Complete Auction Process

A complete auction-based trading process comprises six basic

activities:

Initial buyer and seller registration: This step deals with the

issues relating to authentication of trading parties, exchange of
cryptography keys, and perhaps creation of a profile for each trader
that reflects his interest in products of different kinds and possibly
his authorized spending limits.

Setting up a particular auction event: This step deals with

describing the item being sold or acquired and setting up the rules
of the auction. The auction rules explain the type of auction being
conducted (open cry, sealed bid, Dutch), parameters negotiated
(price, delivery dates, terms of payment, etc.), starting date and
time of the auction, auction closing rules, etc.

Scheduling and advertising: To attract potential buyers, items of

the same category (art, jewelry, rare coins) should be auctioned
together at a regular schedule. Popular auctions can be mixed
with less popular ones to force people to be present in the less
popular auctions. Items to be auctioned in upcoming auctions are
advertised, and potential buyers are notified in this step.

Bidding: The bidding step handles the collection of bids from

the buyers and implements the bid control rules of the auction
(minimum bid, bid increment, deposits required with bids) and for
open cry auctions notifies the participants when new high bids are
submitted.

Evaluation of bids and closing the auction: This step implements

the auction closing rules and notifies the winners and losers of the
auction.

Trade settlement: This final step handles the payment to the

seller, the transfer of goods to the buyer, and if the seller is not
the auctioneer, payment of fees to the auctioneer and other agents
(appraisers, consignment agents, etc.

281
Online Auctions

Online auctions can be fun and a great way to grab a bargain, but
you need to be careful - not all auctions are the same and there are risks
involved. Before you join or register to participate in an online auction,
make sure you know what sort of auction you are looking at and what rights
and responsibilities you have. You should also take steps to minimise the
risks of something going wrong.

Types of Online Auctions

Marketplace online auctions: Online marketplace auctions are

now a popular way of buying, with a well known example being
eBay. In these virtual markets, a business sets up the website and
provides a set of rules and guidelines, but it is mostly left to the
individual buyers and sellers to deal directly with each other and
make the market work. It is important to note that the business

282
 Notes
running the website is not directly involved in the auction process
and is not an agent for the seller.

Traditional auctions: Traditional auctions have been around a

long time - just think of an auctioneer banging down the hammer
with a cry of sold and pointing to the highest bidder. In this
case, the auctioneer has acted on behalf of the seller of the goods.
Traditional online auctions operate in the same way, but instead of
interested buyers gathering together in person, an online auction
house uses a website to create a virtual auction.

Auctions Conducted by Businesses

There are many forms of this auction, in which the business

running the website offers their own products for sale:

Low bid auctions: the lowest unique bid received is the successful

bid
High bid auctions: the highest unique bid received is the successful

bid
Beat the clock auctions: each new bid increases the auction

duration, with the highest bidder at the end of the auction winning
Reverse auctions: the role of the buyer and seller are reversed and

the sellers compete for your business.

Dont participate unless you understand exactly how the auction

works. The auction website should provide important information such
as terms and conditions or safe trading guidelines. See if the auction
site has any processes in place for dealing with problems such as dispute
resolution procedures, buyer protection policies or complaints handling
policies - and whether you are eligible.

Dont get Caught with Unexpected Fees and Charges

Before you join an online auction, know all the costs involved with
registering, bidding and winning. With some of the newer or more novel
types of auctions, you may be charged to bid, even if you dont win. You
may also have to pay administrative fees and subscription costs and you

283
Notes
will nearly always have to pay for delivery if you do win. If the terms and
conditions look tricky or confusing, you may be safer to shop elsewhere.

Your Rights when Buying from an Online Auction

Whether online or in person, you need to be particularly careful

when you buy from an auction most auctions are a case of buyer-
beware and there are normally no returns or refunds if something goes
wrong with your purchase. When you buy at auction, you are still entitled
to expect that the seller will provide the product as it was advertised: they
cannot mislead you about the product or its attributes. For example, if you
bought a green leather couch, they cannot send you a red one. Whether
you buy from a business or private individual, the seller must have the
right to sell you the goods. It is unlawful for someone to sell you something
which was stolen or that they didnt own.

If there are any restrictions on ownership, these should be made

clear to you before you buy. If you are having problems with a purchase
from an overseas-based business or website, it may be more difficult
for you to resolve any issues that arise. Visit our webpages Buying from
overseas, Buying from overseas and Online shopping when things go
wrong for more information.

Workflow

The term Workflow refers to the modeling and computerized

management of all tasks to be accomplished and of the different players
involved in carrying out a business process (also called operational
process). A business process represents interactions in the form of an
exchane of information between different players such as:

People,
Applications or services,
Third-party processes,

284
 Notes
Practically, a Workflow may Describe

The validation circuit,

The tasks to be accomplished among the different parties of a
process,
The deadlines to be met,
The validation modes

Additionally, it provides each player with the information that is

necessary to complete his or her task. For an online publication process,
for example, it involves modeling the tasks of the entire editing chain, from
the editors proposal to validation by the person in charge of publication.

The example above is a very schematic representation of how the

workflow could look like for the publication of a document on an Intranet
with the help of a publication interface:

1. The editor proposes an article to the section head

2. The section head takes a look at the document and validates it
3. The editor-in-chief believes that the document contains elements
that are non-current and returns the document to the editor
4. The editor revises the copy and submits it to the section head
5. The section head corrects some typos and forwards the article to
the editor-in-chief
6. The editor-in-chief validates the document for online publication

Workflow Typologies

Generally, we distinguish two types of Workflow:

Procedural workflow (also called production workflow or managing

workflow), which corresponds to known business processes of the
enterprise and which is subject to pre established procedures: The
direction of the workflow is more or less fixed;
Ad hoc workflow based on a groupwork model where the players
are involved in the decision of where to direct the workflow: The
direction of the workflow is dynamic.

285
Notes
Workflow Engine

The workflow engine is a tool which makes it possible to model

and automate the business processes of the enterprise. This type of tool
makes it possible to formalize the business rules of the enterprise in order
to automate the decision-making process, i.e. the branch of the workflow
to chose, depending on a given context.

BPM

The term BPM (Business Process Management) refers to an

approach in terms of creating a computer-model of the business processes
of the enterprise, both in terms of their application-related and human
aspects.

The purpose of this measure is to achieve an improved overview of

all business processes of the enterprise and their interactions in order to
be able to optimize them and, as much as this is possible, maximize their
automation with the help of business applications.

A bottom-up Approach

The BPM step presents a bottom-up approach which consists in

analyzing the actual functioning of the enterprise to create a computer
model thereof. This step represents a break from the so-called top-down
general schemes where the functioning of the enterprise must match the
model proposed by the managing team.
Life Cycle of a Business Process

Generally speaking, the life cycle of a BPM step can be broken

down as follows:

Study of the company by analyzing its objectives and its organization

in order to be able to break down its entire activity into business
processes.

Modelling of business processes, i.e. computerized representation

of a model which comes as close to the reality as possible,

Implementation of the solution: implementation of a BPM solution,

286
 Notes
linked to an information system of the company (applications and
databases)

Execution: refers to the operational phase during which the BPM

solution is implemented.

Piloting, consisting in analyzing the status of the processes by

means of border tables representing the process performances

Optimization, i.e. proposing solutions which make it possible to

improve the performances of the business processes

Integral Elements

A BPM solution usually comprises the following elements:

A process modelling tool, which makes it possible to create a model

of the enterprises business processes by using a graphical interface.

Implementation-aiding tools, i.e. interfaces (API) and connectors

which make it possible to integrate the BPM solution with the
information system.

An execution engine (workflow engine) in charge of instantiating

the processes and to store the context and their status in a relational
database;

Piloting and reporting tools based on precise and pertinent
indicators to create border tables which make it possible to
quickly take proper decisions. The term BAM (Business Activity
Monitoring) refers to the concept of monitoring the processes of
the company step by step.

BPM Standardization

One of the goals of BMP is reusability, i.e. preventing having to

reinvent the wheel for every change. Most tools, however, are proprietary,
i.e. they have their own data model and a non-transparent mode of
functioning, which makes them hardly interoperable.

Standardizing the representation of processes is therefore a major

challenge to facilitate integration among BPM tools. Standardizaiton
occurs at different levels:

287
Notes
At the process modeling level
At the process execution level
At the level of communication with the IS

BPMN

BPMN (Business Process Modelling Notation) is an initiative

of the BPMI (Business Process Management Initiative, a consortium of
enterprises) whose goal is to define a common graphical notation which
makes it possible to model business processes.

The BPMN notation makes it possible, in particular, to disconnect

the business information from the technical information (technical
elements of the nformation system) to maximize its portability from one
company to another one. BPMN may be considered a UML notation
applied to the management of business processes.

BPEL

BPEL (Business Process Execution Language) is an initiative of the

BPMI whose goal is to provide an XML representation of the activities
linked with the execution of a process. Where the BPMN notation is
attached to statically describe the processes, the BPEL language describes
the overall dynamics.

Enterprise Portals

The term enterprise portal refers to an intranet platform which

provides access to enterprise data as well as resources of the information
system within a single interface.

The enterprise portal is therefore the point of entry to the data of

the information system of the enterprise for all personnel and, possibly,
partners. The purpose of a portal is to provide a starting point for the user
within the information system.

288
 Notes
Types of Enterprise Portals

Generally speaking, we distinguish three large groups of portals:

An enterprise information portal (EIP) sometimes called a
corporate information portal, provides access to multiple sources
of information (documents, reports, messages, press articles, etc)
in a single location;

An enterprise application portal (EAP), also called an application

portal, provides access to different applciatins of the enterprise and
to the corresponding data depending on a user profile;

An enterprise expertise portal (EEP), sometimes called a supervi-

sory portal, makes it possible to capitalize on and analyze the infor-
mation used by the users to improve access to the knowledge of the
enterprise.

User Profile Concept

The portal concept is generally closely linked to the user profile

concept. As a matter of fact, ideally, each user has access to the resources
of the information system based on his or her profile, in accordance with
the security policy defined by the enterprise.

On the other hand, the user profile may also be used for visual and
functional (look & feel) customization, in which case the terms online
workspace or Virtual office are used. In this case, the environment
consists of modular elements (usually called portlets or webparts) which
the user may select and organize in his or her workspace.

E Marketing

Very simply put, eMarketing or electronic marketing refers to the

application of marketing principles and techniques via electronic media
and more specifically the Internet. The terms eMarketing, Internet
marketing and online marketing, are frequently interchanged, and can
often be considered synonymous.

eMarketing is the process of marketing a brand using the Internet.

It includes both direct response marketing and indirect marketing

289
Notes
elements and uses a range of technologies to help connect businesses to
their customers.

By such a definition, eMarketing encompasses all the activities a

business conducts via the worldwide web with the aim of attracting new
business, retaining current business and developing its brand identity.

Why is it important?

When implemented correctly, the return on investment (ROI)

from eMarketing can far exceed that of traditional marketing strategies.

Whether youre a bricks and mortar business or a concern oper-

ating purely online, the Internet is a force that cannot be ignored. It can
be a means to reach literally millions of people every year. Its at the fore-
front of a redefinition of way businesses interact with their customers.

Types of Internet Marketing

Internet marketing is broadly divided in to the following types:

Display Advertising: the use of web banners or banner ads placed

on a third-party website to drive traffic to a companys own website
and increase product awareness.

Search Engine Marketing (SEM): a form of marketing that seeks

to promote websites by increasing their visibility in search engine
result pages (SERPs) through the use of either paid placement,
contextual advertising, and paid inclusion, or through the use of
free search engine optimization techniques.

Search Engine Optimization (SEO): the process of improving

the visibility of a website or a web page in search engines via the
natural or un-paid (organic or algorithmic) search results.

Social Media Marketing: the process of gaining traffic or attention

through social media sites.

Email Marketing: involves directly marketing a commercial

message to a group of people using electronic mail.

Referral Marketing: a method of promoting products or services

290
 Notes
to new customers through referrals, usually word of mouth.

Affiliate Marketing: a marketing practice in which a business

rewards one or more affiliates for each visitor or customer brought
about by the affiliates own marketing efforts.

Content Marketing: involves creating and freely sharing informa-

tive content as a means of converting prospects into customers and
customers into repeat buyers.

Advantages of E-Marketing

Internet marketing is inexpensive when examining the ratio of cost

to the reach of the target audience. Companies can reach a wide audience
for a small fraction of traditional advertising budgets. The nature of
the medium allows consumers to research and to purchase products
and services conveniently. Therefore, businesses have the advantage of
appealing to consumers in a medium that can bring results quickly. The
strategy and overall effectiveness of marketing campaigns depend on
business goals and cost-volume-profit (CVP) analysis.

Internet marketers also have the advantage of measuring statistics

easily and inexpensively; almost all aspects of an Internet marketing
campaign can be traced, measured, and tested, in many cases through the
use of an ad server. The advertisers can use a variety of methods, such
as pay per impression, pay per click, pay per play, and pay per action.
Therefore, marketers can determine which messages or offerings are more
appealing to the audience. The results of campaigns can be measured and
tracked immediately because online marketing initiatives usually require
users to click on an advertisement, to visit a website, and to perform a
targeted action.

Limitations of E-Marketing

However, from the buyers perspective, the inability of shoppers to

touch, to smell, to taste, and to try on tangible goods before making an
online purchase can be limiting. However, there is an industry standard
for e-commerce vendors to reassure customers by having liberal return
policies as well as providing in-store pick-up services.

291
Notes
E-Commerce

The term Electronic commerce (or e-Commerce) refers to the

use of an electronic medium to carry out commercial transactions. Most
of the time, it refers to the sale of products via Internet, but the term E
Commerce also covers purchasing mechanisms via Internet (for B-To-B).

A client who purchases on the Internet is called a cyberconsumer.

E-Commerce is not only limited to online sales, but also covers:

Preparation of estimates online

Consulting of users
Provision of an electronic catalogue
Access plan to point of sales
Real-time management of product availability (stock)
Online payment
Delivery tracking
After-sales service

In certain cases, electronic commerce makes it possible to highly

customize products, in particular when the electronic commerce site is
linked with the production system of the enterprise (e.g. business cards,
customized items such as T-shirts, cups, caps, etc.)

Finally, insofar as electronic services and products are concerned

(MP3 files, software programs, e-books, etc.), electronic commerce makes
it possible to receive the purchase in a very short time, if not immediately.

Online Stores

Most electronic commerce sites are online stores which have at

least the following elements at the front-office level:

An online electronic catalogue listing all products for sale, their

price and sometimes their availability (product in stock or number
of days before delivery);

292
 Notes
A search engine which makes it possible to easily locate a product
via search criteria (brand, price range, key word, etc.);

A virtual caddy system (sometimes called virtual cart): This is the

heart of the e-commerce system. The virtual caddy makes it possible
to trace the purchases of the client along the way and modify the
quantities for each reference;

Secure online payment (accounting) is often ensured by a trusted

third party (a bank) via a secure transaction;

An order tracking system, which allows tracking of order processing

and sometimes provides information on pickup of the package by
the shipper.

A back office system allows the online dealer to organize its

offerings online, modify prices, add or remove product references as well
as manage and handle client orders.

****

293
Notes

Lesson 5.3 - Customer Relationship Management

Learning Objectives

After reading this lesson you will be able to

Define and understand the concept of CRM

Understand the concept of SCM
Understand the overview of ERP
Understand the concept of ILM

Customer Relationship Management (CRM)

The client is generally the main source of income for enterprises.

However, as business is changing, in particularly as a result of the
integration of new technologies in client-enterprise relations, competition
is becoming increasingly stiffer, and clients may therefore chose their
suppliers or change them with a simple click. Clients criteria of choice
are, in particular, financial criteria, responsiveness of the enterprise, but
also purely affective criteria (need for recognition, need to be heard, etc.)
In an increasingly competitive world, enterprises who wish to increase
their profits therefore have several alternatives:

Increase the margin for each client,

Increase the number of clients,
Increase the life cycle of the client, i.e. increase client loyalty.

New technologies allow enterprises to better know their clientele

and to gain their loyalty by using pertinent information in such a manner
as to better gage their needs and therefore better respond to them. It has
been found that turning a client into a loyal client costs five times less
than recruiting new clients. For that reason, a large number of enterprises
design their strategy around services proposed to their clients.

294
 Notes
Defining CRM?

CRM (Customer Relationship Management) intends to provide

technological solutions which make it possible to strengthen the
communication between the company and its clients in order to improve
the relationship with the clientele through atomization of the different
components of the client relationship:

Pre-sales: Refers to marketing, consisting in studying the market,

i.e. the needs of clients and identifying prospects. Analyzing the
client information collected allow the enterprise to revise its
product selection to more closely match expectations. Enterprise
Marketing Automation (EMA) consists in automating marketing
campaigns.

Sales: Sales forces automation (SFA), consists in providing piloting

tools to businesses to assist them in their prospecting measures
(contact management, sales meeting management, relaunch
management, but also assistance with the preparation of business
proposals, etc).

Client service management: clients loved to feel known to and

acknowledged by the enterprise and cannot stand having to
recount, upon every contact, the history of its relationship with the
enterprise.

After-sales, consisting in providing assistance to the client, in

particular through the implementation of call centers (also Help
Desk or Hot-Line) and the online provision of technical support
information.

The purpose of CRM is improved proximity to clients to respond

to their needs and turn them into loyal customers. A CRM project
therefore includes providing each sector of the company with access to the
information system to get to know the client better and provide him with
products and services which meet his expectations in the best possible
way.

295
Notes

CRM overview

Integration of CRM in the Company

Implementation of CRM solutions in an enterprise not only

consists in ad-hoc installation of software, but rather in modifying the
organization of the enterprise as a whole, which involves the necessary
implementation of a behavioural change project. As a matter of fact,
implementation of a CRM strategy requires structural, competitive, and
behavioural changes.

Call Centers

The term Call center refers to a platform, either hosted by the

company or outsourced, that is in charge of assisting users. Call centers
make it possible to assist clients within the scope of after-sales service
(ASS), technical support, telesales or staff of an enterprise within the
scope of the use of a tool or with their daily tasks. In the case of a call
center dedicated to providing technical support, the term Support center
(in English Help Desk or Hot Line) is generally used.

296
 Notes
Functioning of a Call Center

A call center is, first and foremost, a human organization in charge

of responding to user questions. Most of the time, the privileged channel
is the telephone, but assistance via the Internet through groupware
applications is also possible. Certain devices feature a so-called Web Call
Back (or Call Through) tool, which allows the user to be called back by
the company through simple capture of the phone number and clicking
on the capture button.

At first, operators are responsible for identifying the parties on the

line. Computer telephony integration (acronym CTI) is increasingly used
to link the phone system of the enterprise to its information system and
allow the operators automatic access to files regarding the clients based on
the calling number.

As soon as the user has been identified and its identity verified
through a number of questions (client number, address, phone number,
etc), the operator opens an incident ticket and can access the record via
the Help Desk software interface. The client record contains the history
of the clients calls and all measures that have already been undertaken, to
prevent diagnosis from scratch. Opening an incident tick starts a timer,
and the operator must therefore provide the user with an answer within
the shortest time possible.

Supply Chain Concept

In a production enterprise, the time required to complete a product

is largely dependent on the supply of raw materials, assembly elements or
single pices on all levesl of the production chain. The term supply chain
therefore refers to all links of the supply chain.

Purchasing,
Supply,
Stock management,
Transportation,
Maintenance,

297
Notes
The term supply chain is comprehensive, i.e.. in particular within
the enterprise, but also includes all suppliers and their subcontractors.

The term SCM (Supply Chain Management) refers to to the tools

and methods whose purpose is to improve and automate the supply
through the reduction of stock and delivery times. The term just-in-time
production characterizes the concept of minimizing stock throughout the
entire production chain.

SCM tools are based on production capacity information that

is present in the information system of the enterprise to automatically
place orders. SCM tools are therefore strongly correlated with Enterprise
Resource Planning (ERP) of the enterprise.

Ideally, a SCM tool makes it possible to track the passage of pieces

(traceability) between les different parties of the supply chain.

The supply chain consists of a set of processes associated with

the flow of goods, information, and money among firms, from the raw
materials supply stage, through production and consumption stage, and
finally to the recycling stage. A tool to optimize the supply chain through
integrated management is called Supply Chain Management (SCM).

SCM resembles Efficient Customer Response (ECR) and Quick

Response (QR) in the sense that these tools aim to efficiently coordinate the
firms in the total supply chain in a Just-In-Time (JIT) manner. However,
these two tools are targeted for specific industries. ECR is developed for
the food processing industry, while QR is for the clothing industry. SCM is
not necessarily targeted for any specific industry. All these tools generally
aim to maximize total value within the supply chain.

Definitions

More common and accepted definitions of supply chain management are:

Managing upstream and downstream value added flow of materials,

final goods and related information among suppliers; company;
resellers; final consumers are supply chain management.

Supply chain management is the systematic, strategic coordination

of the traditional business functions and the tactics across these

298
 Notes
business functions within a particular company and across
businesses within the supply chain, for the purposes of improving
the long-term performance of the individual companies and the
supply chain as a whole (Mentzer et al., 2001).

A customer focused definition is given by Hines Supply chain

strategies require a total systems view of the linkages in the chain
that work together efficiently to create customer satisfaction at the
end point of delivery to the consumer. As a consequence costs must
be lowered throughout the chain by driving out unnecessary costs
and focusing attention on adding value. Throughout efficiency must
be increased, bottlenecks removed and performance measurement
must focus on total systems efficiency and equitable reward
distribution to those in the supply chain adding value. The supply
chain system must be responsive to customer requirements.

Global supply chain forum - supply chain management is the

integration of key business processes across the supply chain for
the purpose of creating value for customers and stakeholders
(Lambert, 2008).

According to the Council of Supply Chain Management Profession-

als (CSCMP), supply chain management encompasses the planning
and management of all activities involved in sourcing, procure-
ment, conversion, and logistics management. It also includes the
crucial components of coordination and collaboration with chan-
nel partners, which can be suppliers, intermediaries, third-party
service providers, and customers. In essence, supply chain man-
agement integrates supply and demand management within and
across companies. More recently, the loosely coupled, self-organ-
izing network of businesses that cooperate to provide product and
service offerings has been called the Extended Enterprise

Problems Addressed by Supply Chain Management

Supply chain management must address the following problems:

Distribution Network Configuration: number, location and

network missions of suppliers, production facilities, distribution
centers, warehouses, cross-docks and customers.

299
Notes
Distribution Strategy: questions of operating control (centralized,

decentralized or shared); delivery scheme, e.g., direct shipment,
pool point shipping, cross docking, DSD (direct store delivery),
closed loop shipping; mode of transportation, e.g., motor carrier,
including truckload, LTL, parcel; railroad; intermodal transport,
including TOFC (trailer on flatcar) and COFC (container on
flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull,
push or hybrid); and transportation control (e.g., owner-operated,
private carrier, common carrier, contract carrier, or 3PL).

Trade-Offs in Logistical Activities: The above activities must be

well coordinated in order to achieve the lowest total logistics cost.
Trade-offs may increase the total cost if only one of the activities
is optimized. For example, full truckload (FTL) rates are more
economical on a cost per pallet basis than less than truckload (LTL)
shipments. If, however, a full truckload of a product is ordered to
reduce transportation costs, there will be an increase in inventory
holding costs which may increase total logistics costs. It is therefore
imperative to take a systems approach when planning logistical
activities. These trade-offs are key to developing the most efficient
and effective Logistics and SCM strategy.

Information: Integration of processes through the supply chain to

share valuable information, including demand signals, forecasts,
inventory, transportation, potential collaboration, etc.

Inventory Management: Quantity and location of inventory,

including raw materials, work-in-process (WIP) and finished
goods.

Cash-Flow: Arranging the payment terms and methodologies for

exchanging funds across entities within the supply chain.

Supply chain execution means managing and coordinating the

movement of materials, information and funds across the supply chain.
The flow is bi-directional.

Activities / Functions

Supply chain management is a cross-function approach including

managing the movement of raw materials into an organization, certain

300
 Notes
aspects of the internal processing of materials into finished goods, and
the movement of finished goods out of the organization and toward the
end-consumer. As organizations strive to focus on core competencies and
becoming more flexible, they reduce their ownership of raw materials
sources and distribution channels.

These functions are increasingly being outsourced to other entities

that can perform the activities better or more cost effectively. The effect is
to increase the number of organizations involved in satisfying customer
demand, while reducing management control of daily logistics operations.
Less control and more supply chain partners led to the creation of supply
chain management concepts. The purpose of supply chain management
is to improve trust and collaboration among supply chain partners, thus
improving inventory visibility and the velocity of inventory movement.

Several models have been proposed for understanding the

activities required to manage material movements across organizational
and functional boundaries. SCOR is a supply chain management model
promoted by the Supply Chain Council. Another model is the SCM
Model proposed by the Global Supply Chain Forum (GSCF). Supply chain
activities can be grouped into strategic, tactical, and operational levels.
The CSCMP has adopted The American Productivity & Quality Center
(APQC) Process Classification FrameworkSM a high-level, industry-
neutral enterprise process model that allows organizations to see their
business processes from a cross-industry viewpoint.

Strategic Level

Strategic network optimization, including the number, location,

and size of warehousing, distribution centers, and facilities.
Strategic partnerships with suppliers, distributors, and customers,
creating communication channels for critical information and
operational improvements such as cross docking, direct shipping,
and third-party logistics.
Product life cycle management, so that new and existing products
can be optimally integrated into the supply chain and capacity
management activities.
Information technology chain operations.

301
Notes
Where-to-make and make-buy decisions.
Aligning overall organizational strategy with supply strategy.
It is for long term and needs resource commitment.

Tactical Level

Sourcing contracts and other purchasing decisions.

Production decisions, including contracting, scheduling, and
planning process definition.
Inventory decisions, including quantity, location, and quality of
inventory.

Transportation strategy, including frequency, routes, and
contracting.
Benchmarking of all operations against competitors and imple-
mentation of best practices throughout the enterprise.
Milestone payments.
Focus on customer demand and Habits.

Operational Level

Daily production and distribution planning, including all nodes in

the supply chain.

Production scheduling for each manufacturing facility in the supply

chain (minute by minute).

Demand planning and forecasting, coordinating the demand
forecast of all customers and sharing the forecast with all suppliers.

Sourcing planning, including current inventory and forecast
demand, in collaboration with all suppliers.

Inbound operations, including transportation from suppliers and

receiving inventory.

Production operations, including the consumption of materials

and flow of finished goods.

Outbound operations, including all fulfillment activities,
warehousing and transportation to customers.

302
 Notes
Order promising, accounting for all constraints in the supply
chain, including all suppliers, manufacturing facilities, distribution
centers, and other customers.
From production level to supply level accounting all transit damage
cases & arrange to settlement at customer level by maintaining
company loss through insurance company.
Managing non-moving, short-dated inventory and avoiding more
products to go short-dated.

Importance of Supply Chain Management

Organizations increasingly find that they must rely on effective

supply chains, or networks, to compete in the global market and networked
economy. In Peter Druckers (1998) new management paradigms, this
concept of business relationships extends beyond traditional enterprise
boundaries and seeks to organize entire business processes throughout a
value chain of multiple companies.

During the past decades, globalization, outsourcing and infor-

mation technology have enabled many organizations, such as Dell and
Hewlett Packard, to successfully operate solid collaborative supply net-
works in which each specialized business partner focuses on only a few
key strategic activities (Scott, 1993).

This inter-organizational supply network can be acknowledged as

a new form of organization. However, with the complicated interactions
among the players, the network structure fits neither market nor hier-
archy categories (Powell, 1990). It is not clear what kind of performance
impacts different supply network structures could have on firms, and little
is known about the coordination conditions and trade-offs that may exist
among the players.

From a systems perspective, a complex network structure can be

decomposed into individual component firms (Zhang and Dilts, 2004).
Traditionally, companies in a supply network concentrate on the inputs
and outputs of the processes, with little concern for the internal manage-
ment working of other individual players.

303
Notes
Therefore, the choice of an internal management control structure
is known to impact local firm performance (Mintzberg, 1979).In the 21st
century, changes in the business environment have contributed to the de-
velopment of supply chain networks.

First, as an outcome of globalization and the proliferation of mul-

tinational companies, joint ventures, strategic alliances and business part-
nerships, significant success factors were identified, complementing the
earlier Just-In-Time, Lean Manufacturing and Agile Manufacturing
practices.

Second, technological changes, particularly the dramatic fall in

information communication costs, which are a significant component of
transaction costs, have led to changes in coordination among the mem-
bers of the supply chain network (Coase, 1998).

Many researchers have recognized these kinds of supply network

structures as a new organization form, using terms such as Keiretsu,
Extended Enterprise, Virtual Corporation, Global Production Net-
work, and Next Generation Manufacturing System.

In general, such a structure can be defined as a group of semi-

independent organizations, each with their capabilities, which collaborate
in ever-changing constellations to serve one or more markets in order to
achieve some business goal specific to that collaboration (Akkermans,
2001).

The security management system for supply chains is described

in ISO/IEC 28000 and ISO/IEC 28001 and related standards published
jointly by ISO and IEC

Historical Developments in Supply Chain Management

Six major movements can be observed in the evolution of supply

chain management studies: Creation, Integration, and Globalization
(Movahedi et al., 2009), Specialization Phases One and Two, and SCM 2.0.

304
 Notes
1. Creation Era

The term supply chain management was first coined by a

U.S. industry consultant in the early 1980s. However, the concept of a
supply chain in management was of great importance long before, in
the early 20th century, especially with the creation of the assembly line.
The characteristics of this era of supply chain management include the
need for large-scale changes, re-engineering, downsizing driven by cost
reduction programs, and widespread attention to the Japanese practice of
management.

2. Integration Era

This era of supply chain management studies was highlighted with

the development of Electronic Data Interchange (EDI) systems in the
1960s and developed through the 1990s by the introduction of Enterprise
Resource Planning (ERP) systems. This era has continued to develop
into the 21st century with the expansion of internet-based collaborative
systems. This era of supply chain evolution is characterized by both
increasing value-adding and cost reductions through integration.

In fact a supply chain can be classified as a Stage 1, 2 or 3 network.

In stage 1 type supply chain, various systems such as Make, Storage,
Distribution, Material control, etc. are not linked and are independent
of each other. In a stage 2 supply chain, these are integrated under one
plan and is ERP enabled. A stage 3 supply chain is one in which vertical
integration with the suppliers in upstream direction and customers in
downstream direction is achieved. An example of this kind of supply
chain is Tesco.

3. Globalization Era

The third movement of supply chain management development,

the globalization era, can be characterized by the attention given to global
systems of supplier relationships and the expansion of supply chains over
national boundaries and into other continents. Although the use of global
sources in the supply chain of organizations can be traced back several
decades (e.g., in the oil industry), it was not until the late 1980s that a
considerable number of organizations started to integrate global sources
into their core business. This era is characterized by the globalization of

305
Notes
supply chain management in organizations with the goal of increasing
their competitive advantage, value-adding, and reducing costs through
global sourcing.

4. Specialization Era (Phase I): Outsourced Manufacturing and

Distribution

In the 1990s, industries began to focus on core competencies

and adopted a specialization model. Companies abandoned vertical
integration, sold off non-core operations, and outsourced those functions
to other companies. This changed management requirements by extending
the supply chain well beyond company walls and distributing management
across specialized supply chain partnerships.

This transition also re-focused the fundamental perspectives of

each respective organization. OEMs became brand owners that needed
deep visibility into their supply base. They had to control the entire
supply chain from above instead of from within. Contract manufacturers
had to manage bills of material with different part numbering schemes
from multiple OEMs and support customer requests for work -in-process
visibility and vendor-managed inventory (VMI).

The specialization model creates manufacturing and distribution

networks composed of multiple, individual supply chains specific
to products, suppliers, and customers who work together to design,
manufacture, distribute, market, sell, and service a product. The set of
partners may change according to a given market, region, or channel,
resulting in a proliferation of trading partner environments, each with its
own unique characteristics and demands.

5. Specialization Era (Phase Ii): Supply Chain Management as a Service

Specialization within the supply chain began in the 1980s with

the inception of transportation brokerages, warehouse management, and
non-asset-based carriers and has matured beyond transportation and
logistics into aspects of supply planning, collaboration, execution and
performance management.

306
 Notes
At any given moment, market forces could demand changes from
suppliers, logistics providers, locations and customers, and from any
number of these specialized participants as components of supply chain
networks. This variability has significant effects on the supply chain
infrastructure, from the foundation layers of establishing and managing
the electronic communication between the trading partners to more
complex requirements including the configuration of the processes and
work flows that are essential to the management of the network itself.

Supply chain specialization enables companies to improve their

overall competencies in the same way that outsourced manufacturing and
distribution has done; it allows them to focus on their core competencies
and assemble networks of specific, best-in-class partners to contribute to
the overall value chain itself, thereby increasing overall performance and
efficiency. The ability to quickly obtain and deploy this domain-specific
supply chain expertise without developing and maintaining an entirely
unique and complex competency in house is the leading reason why
supply chain specialization is gaining popularity.

Outsourced technology hosting for supply chain solutions

debuted in the late 1990s and has taken root primarily in transportation
and collaboration categories. This has progressed from the Application
Service Provider (ASP) model from approximately 1998 through 2003 to
the On-Demand model from approximately 2003-2006 to the Software as
a Service (SaaS) model currently in focus today.

6. Supply Chain Management 2.0 (SCM 2.0)

Building on globalization and specialization, the term SCM 2.0 has

been coined to describe both the changes within the supply chain itself as
well as the evolution of the processes, methods and tools that manage it
in this new era.

Web 2.0 is defined as a trend in the use of the World Wide Web
that is meant to increase creativity, information sharing, and collabora-
tion among users. At its core, the common attribute that Web 2.0 brings
is to help navigate the vast amount of information available on the Web
in order to find what is being sought. It is the notion of a usable path-
way. SCM 2.0 follows this notion into supply chain operations. It is the

307
Notes
pathway to SCM results, a combination of the processes, methodologies,
tools and delivery options to guide companies to their results quickly as
the complexity and speed of the supply chain increase due to the effects
of global competition, rapid price fluctuations, surging oil prices, short
product life cycles, expanded specialization, near-/far- and off-shoring,
and talent scarcity.

Supply Chain Business Process Integration

Successful SCM requires a change from managing individual

functions to integrating activities into key supply chain processes.
An example scenario: the purchasing department places orders as
requirements become known. The marketing department, responding to
customer demand, communicates with several distributors and retailers as
it attempts to determine ways to satisfy this demand. Information shared
between supply chain partners can only be fully leveraged through process
integration.

Supply chain business process integration involves collaborative

work between buyers and suppliers, joint product development, common
systems and shared information. According to Lambert and Cooper
(2000), operating an integrated supply chain requires a continuous
information flow. However, in many companies, management has reached
the conclusion that optimizing the product flows cannot be accomplished
without implementing a process approach to the business. The key supply
chain processes stated by Lambert (2004) are:

Customer relationship management

Customer service management
Demand management style
Order fulfilment
Manufacturing flow management
Supplier relationship management
Product development and commercialization
Returns management

Much has been written about demand management. Best-in-Class

companies have similar characteristics, which include the following:

308
 Notes
a) Internal and external collaboration
b) Lead time reduction initiatives
c) Tighter feedback from customer and market demand
d) Customer level forecasting

One could suggest other key critical supply business processes

which combine these processes stated by Lambert such as:

a. Customer service management

b. Procurement
c. Product development and commercialization
d. Manufacturing flow management/support
e. Physical distribution
f. Outsourcing/partnerships
g. Performance measurement
h. Warehousing management

Advantage and Disadvantage of SCM

Thus, a well-designed SCM yields positive net value by creating

benefit, reducing cost, and improving financial viability (such as
profitability.) The firms in the well-designed supply chain could share
gains reasonably, resulting in what is called a win-win relationship.

First, the sources of creating benefits include lead-time compression

or flexible response for customers, which reduce total cost (e.g. inventory
cost) from upstream to downstream and enhance service levels for
customers. Such improvements can make supply chain firms competitive.
These advantages are derived from concentrating firms resources to their
core-competence and creating value by having flexibility and adaptability
against changing market environment.

Second, the cost can also be reduced in relation to the integrated

advantage. There are economies of scale and scope in vertical integration
of process; for example, avoiding redundant investment in warehousing,
and reducing inventory level by information sharing.

309
Notes
However, in order to maximize such net value by SCM, inter-firm
alliance reliable partnership is needed. In practice, making a reliable inter-
firm alliance entails high transaction cost, and requires three conditions.
First, the period of relationship should be long enough to make good
partnership and commitment.

Second, the firms in the supply chain should have the necessary
abilities and should share reasonable responsibilities (risk sharing). Third,
various information, such as ordering, inventory or customer demand,
among others, should be shared and processed properly. With regards to
the third point, the recent IT development can contribute to SCM.

Logistics Management in SCM

As mentioned above, SCM encompasses flow of goods, information

and money from the raw materials supply stage, through production and
consumption stage, and finally to the recycling stage. SCM is composed
of several management tools. Different approaches in accounting,
production management, information processing, marketing, etc. have
been developed to solve the problems in SCM. For example, accounting
approach to SCM mainly focuses on cash flow in the supply chain, while
information processing approach focuses on the flow of information.

In this paper, we will take our attention to logistics in SCM, which is

strategic management of goods flow in the supply chain. According to the
CLM (Council of Logistics Management), logistics is that part of supply
chain process that plans, implements and controls the effective flow and
storage of goods, services and related information from the point of origin
to the point of consumption in order to meet customers requirements.

Logistics management includes inventory control, material

handling, order control, transportation, warehousing, etc. Although the
concept of logistics mainly focuses on goods flow, other flows such as
information and money flows are also given attention. In particular,
information management has close relation and then cannot be ignored.

310
 Notes
Coordinating Logistics in SCM

The general idea of logistics is to strategically manage the total

flow of goods. Thus, logistics optimization is not only accomplished from
the viewpoint of one firm, and therefore, total optimization of the flow of
goods including firms in the supply chain is required.

When trying to optimize the total flows within the supply chain,
it must be pointed out that the interests of firms in the supply chain may
conflict due to the partial distribution of cost and benefit among the firms.
Thus, coordinating the interests of the firms is necessary for logistics
management in SCM. They likewise have different skills or competencies,
which are complementary and require further coordination.

For example, coordination is needed between the firms in the

areas of production and transportation planning. In fact, it is not easy to
coordinate many firms with different profiles. If a parts supplier and a
manufacture like to synchronize their production, they have to share their
production schedules and coordinate transportation of parts between the
factories.

In order to realize this, they are required to have IT abilities and to

fulfill their responsibilities correctly.

A firm, which possesses logistics know-how on coordinating

economic resources, may have opportunities to make advises. Such a
logistics coordinator, also called Third Party Logistics (3PL), has been
gaining attention. 3PL is a new type of industry where the firms logistics
activity can be outsourced. It came into existence during the deregulation
of freight transport industry in the 1980s, and has progressed in the 1990s
along with the development of IT.

Supply chain management flows can be divided into three main flows:

The product flow

The information flow
The finances flow

311
Notes
Supplier Relationship Management

The term Supplier Relationship Management (SRM) refers to the

use of technologies by an enterprise to improve the supply mechanism at
its suppliers. Just like employee relationship management, this concept is
based on customer relationship management.

The goal of SRM is to allow an enterprise to improve communication

with its different suppliers, share a methodology, business terms and
information with them and improve familiarity with each other to optimize
the supply process. In turn, SRM is also intended to ensure that suppliers
familiarize themselves better with the core business of the enterprise and
its different products to ensure a customized supply.

SRM Processes

SRM solution editors generally define a process comprising four

large stages:

Cooperative design, consisting in integrating the supply problems

from the time a product is designed by involving suppliers via a
cooperative design tool while ensuring a minimum cost at all levels;

Identification of suppliers (sourcing), whose purpose is to identify

potential suppliers and to prepare a scorecard by qualifying
them in accordance with their cost, production capacity, delivery
deadlines, and their quality guaranties. At the end of this stage, the
best suppliers can be invited to submit bids;

Selection of suppliers, via a reverse auction mechanism, where the

roles of the buyer and of the seller are reversed. The SRM tools
generally have a bidding interface which makes it possible to make
three types of requests (commonly called Request for x and
written RFx):

RFQ (Request For Quotation), i.e. a simple request to quote prices

for relatively common products. The supplier who submits the
lowest bid is generally selected;

RFP (Request For Proposal), i.e. a request directed to suppliers

to submit a commercial proposal, specifying a price, but also

312
 Notes
information on the company, its solvency, production capacities,
stock and delivery deadlines, etc. A supplier is selected in accordance
with a selection system which makes it possible to evaluate the
proposals in accordance with different criteria.

RFI (Request For Information), which consists in issuing a simple

request for information regarding the products and services offered
by the suppliers, which does not necessarily imply any bidding.

Negotiation, whose purpose is to formalize the contract between

the enterprise and the selected supplier, possibly including specific
clauses regardign logistics, terms of payment, service quality, or
any other special duties.

Employee Relationship Management (ERM)

The term Employee Relationship Management (acronym ERM),

translate as management of the relationship with the employees refers
to the use of technologies in the management of human resources. This
concept is based on client relationship management, with the employee at
its center.

This involves implementing a dedicated information system for

the management of human resources (generally referred to as HRIS),
which makes it possible to cover all problems that are related with the
relationship between a company and its employees, in particular:

Training, i.e. the preparation of an overall training plan of the

company which makes it possible to handle a catalog of compulsory
or optional internships, requests by employees, and tracking of
training actions;

Pay, to prepare a statement of payments and mailing of salary

bulletins;

Recruiting, in particular follow-up on recruiting interviews and

new recruits;

Competence and career management, consisting in the
implementation of a competence reference standard which permits
improved management of jobs within the enterprise and in-house
transfers. The goal is to value human assets by prioritizing the

313
Notes
competences, knowledge, and know-how of the employees;

Time management, i.e. the management and quantification of the

activity of the employees of the company, in particular with a view
to compliance with existing laws (reduction of working hours,
payment of overtime, accounting of vacation, work breaks and
absences);

Internal communication, which permits sensitization and
transversal information, which makes it possible to break the
isolation of the different sectors of the enterprise.

Knowledge Management

Knowledge Management (KM) refers to the methods and software

tools which make it possible to identify and capitalize on the knowledge of
the enterprise to organize and distribute them, in particular. We general
distinguish between tangible knowledge (also called explicit knowledge)
of the enterprise, contained in databases or rather in all the hardcopy
or electronic documents, and tacit knowledge (also called intangible
knowledge) consisting of knowledge, know-how and competences of the
entire staff (therefore referred to as intangible assets). The performance
of an enterprise depends directly on the individual business competences,
experience and knowledge, although it is rarely shared by all persons.

As a matter of fact, it is the human resources of an enterprise which

determine the force, responsiveness, and the dynamics, or more precisely
the synergetic work of these different persons. The term collective
intelligence, which has become increasingly common in the literature,
clearly illustrates the fact that proper functioning of the enterprise largely
depends on having good information available at the right time.

In addition, with the development of information and

communication technologies, the downside may be excessive information
(sometimes called information pollution even textual harassment):
too much information kills information! The purpose of a knowledge
management project is therefore to identify, capitalize on and value the
intellectual assets of the enterprise by involving the entire staff.

314
 Notes
The Knowledge Management Project

The knowledge management project is structured by 5 stages,

which are frequently known by the term virtuous circle of knowledge
management:

Obtaining knowledge;
Preserving knowledge;
Valuing knowledge;
Creating and sharing knowledge;
Updating knowledge.

ERP

ERP (in English Enterprise Resource Planning), also called Inte-

grated Management Software (PGI), are applications whose purpose con-
sists in coordinating all activities of a company (so-called vertical activi-
ties such as production, procurement, or rather horizontal activities such
as marketing, sales forces, management of human resources, etc.) around
the same information system.

Integrated Management Software generally provide Groupware

and Workflow tools to ensure transversality and flow of information be-
tween the different services of the company. The term ERP comes from
the name of the MRP (Manufacturing Resource Planning) method used
during the 70s for managing the planning of industrial production.

Implementation of ERP

Much more than just software, ERP is a true project requiring

full integration of a software tool within an organization and a specific
structure and therefore involves significant engineering costs. On the other
hand, its implementation in an enterprise requires significant changes in
the working habits of a significant part of the employees. It is therefore
believed that the cost of the software tool accounts for less than 20% of the
total cost of implementing such a system.

315
Notes
EAI

The purpose of EAI (Enterprise Application Integration) is the

interoperability and organization of the flow of information between
heterogeneous applications, i.e. ensure communcation between the
different applications making up the information system of the company,
even those of clients, partners, or suppliers.

An EAI project therefore involves, in the first place, implementing

an architecture under which the different applications communicate
with each other. This therefore involves the development of connectors
(middleware) which make it possible to interface applications by using
different communication protocols (generally proprietary).

However, the EAI project goes beyond interoperability between

the applications: it makes it possible to define a workflow between the
applications and therefore represents an alternative to ERP with a more
modular approach. Nonetheless, EAI still has the limits related with the
rigidity of the legacy, since it is necessary to modify the middleware in the
case of significant changes of the applications.

PLM

Whereas Customer Relationship Management (CRM) tries to collect

all information regarding clients, PLM (Product Lifecycle Management)
consists in capitalizing on all information regarding an industrial product.
PLM is an approach similar to Knowledge Management, but revolving
around the product. The goal of PLM is to allow the different entities
of the company, from production to sales, to share knowledge of the
different stages of the life cycle of a product (design, manufacturing,
storage, transportation, sales, after-sales service, recycling).

Implementation of PLM

The PLM approach necessarily involves close cooperation with the

ERP of the enterprise to gather information related with the manufacturing
stages of the product as well as with Customer Relationship Management
tools to take into account returns by clients.

316
 Notes
ILM (Information LifeCycle Management)

As enterprises are opening their information system to their

partners and the performance of means of telecommunication increases,
the volume of enterprise data increases exponentially. Considering the
strategic value of the information assets of the enterprise, it therefore
becomes necessary to implement warehousing means to preserve these
data. Nonetheless, the speed at which warehousing technologies develop
may render a tape or optical disk-based storage system obsolete very
quickly.

In addition, the constraints imposed by laws regarding the

invidivudal liberties or the legal obligations of enterprises must also be taken
into account. All of these criteria therefore make it necessary to implement
an overall storage and warehousing strategy for enterprise data. ILM
(Information Lifecycle Management) consists in using a comprehensive
approach in terms of efficient management of the information assets of
the company depending on the value of the information and the cost of
storing it.

ILM is a comprehensive approach whose goal is, on one hand,

the efficient use of the means for the storage of information to take into
account the most suitable technical, regulatory, and legal requirements
for storing information and making it available and, on the other hand, to
ensure tracking the life cycle of documents.

ILM therefore covers the concepts of availability and speed of

access to information depending on the development of its value over
time, from the time it is created until it is destroyed.

ILM makes it possible to apply different storage rules depending

on the value of the data to be stored to better meet the following criteria:

Usefulness of the data

Security requirements: integrity, confidentiality, and availability of
data
Regulatory requirements regarding the data
Access time to the data
Cost of storage

317
Notes
Self Assessment Questions

1. Write about e- business?

2. How to create value in e business?
3. What are the key security concerns in e business?
4. What are the common security measures for e business?
5. What type of security solutions available for e- business?
6. What is the importance of e-logistics?
7. What is the importance of e- fulfillment?
8. What are the major characteristics of e- commerce in logistic
services?
9. Why do we need e-Logistics and Technology Management?
10. Are e-logistics and e-commerce the same thing?
11. Explain about e-procurement?
12. What are the objectives of e- procurement?
13. What are the different types of e- procurement models?
14. What are the differences between procurement and e-
procurement?
15. What are the advantages of e- procurement?
16. Discuss what is back office and its applications?
17. Define Intranet and Extranet?
18. Explain Groupware?
19. How an internet auction takes place?
20. Write short notes about BPM & EAP?
21. Discuss about e- marketing & e- commerce?
22. Explain about CRM?
23. Write about SCM?
24. What is SRM?
25. Discuss about ERM?
26. Write about KM?
27. Explain about ERP?
28. Discuss about EAI?
29. Explain PLM?
30. Explain ILM?

318
 Notes

CASE STUDY

Keiretsu and Supply Chain Management (SCM)

Supply chain management (SCM) aims at managing supply and

demand optimizing resources, reducing cost and providing efficient
customer service. Keiretsu is a Japanese word that refers to powerful
business group. It depicts how businesses share each others resources.
Keiretsu is a relationship among suppliers, partners and customers who
do business with each other. It is basically a vertically related group with
sound manufacturing and a large network of suppliers and subcontractors.

Under the Keiretsu arrangement, major suppliers and

subcontractors do business with only one of the producers. Keiretsu shares
many of the goals of the SCM as the latter is based on the management
of relationships both between corporate functions and across companies.
SCM offers an opportunity for firms to enjoy many of the benefits of
Keiretsu, such as stability and efficiency. In Japan, large companies act as
the centre of Keiretsu.

In Japan, there are six main business groups: Mitsui, Mitsubishi,

Sumitomo, Fuyo, Sanwa and Dai-Ichi Kangyo. Toyota is a member
of Mitsui group and has such as extensive network of suppliers and
subcontractors that it has become a core company of its own Keiretsu.
This ensures that there is no overlap between similar companies. Major
suppliers do business with only one of the producers.

A major Japanese manufacturer also uses a single source for its

material requirement. This makes the supplier more responsive. As global
competition continues to grow, firms need to re-examine their channel
alternatives and assess which forms of channel relationships will fit best
with their long term objectives.

Source: Anurag Saxena and Kaaushik Sircar (2008), Logistics and Supply Chain
Management.

319
Notes

REFERENCES

1. Aghion, P., N. Bloom, R. Blundell, R. Griffith and P. Howitt

(2005). COMPETITION AND INNOVATION: AN INVERTED
U RELATIONSHIP. Quarterly Journal of Economics 120(2): 701-
728.

2. AMR (10/1999), INDEPENDENT TRADING EXCHANGES-

-THE NEXT WAVE OF B2B E-COMMERCE, E-COMMERCE
APPLICATIONS REPORT, October 1999, American Manufacturing
Research Inc.

3. AMR Research (1999a). Parker, B. INTERNET PROCUREMENT

Low Risk, High Return.

4. Anderson, Erin, George S. Day, and V. Kasturi Rangan. 1997.

STRATEGIC CHANNEL DESIGN. Sloan Management Review
38/4 (Summer): 59-69.

5. Anderson, M.G., and P. B. Katz.STRATEGIC SOURCING.

International Journal of Logistics management 9, no. 1 (1998): 1-13.

6. Anurag Saxena and Kaaushik Sircar (2008), LOGISTICS &

SUPPLY CHAIN MANAGEMENT.

7. Auso, L. 2002. AN EMPIRICAL STUDY ON CONTRACTUAL

HETEROGENEITY WITHIN THE VERTICAL INTEGRATION-
FRANCHISE CONTRACTSMIX. Applied Economics 34: 931-944.

8. Austin, J. E. THE COLLABORATION CHALLENGE: HOW

NONPROFITS AND BUSINESSES SUCCEED THROUGH
STRATEGIC ALLIANCES. San Francisco: Jossey-Bass, 2000.

9. B. Benatallah et al. (Eds.) WISE 2007, A DOMAIN-DRIVEN

APPROACH FOR DETECTING EVENT PATTERNS IN
E-MARKETS: A CASE STUDY IN FINANCIAL MARKET
SURVEILLANCE, LNCS 4831, pp. 147158.

10. Balu, R WHIRLPOOL GETS REAL WITH CUSTOMERS. Fast

Company, no. 30 (December 1999): 74.

320
 Notes
11. Barney, J. B. (1991). FIRM RESOURCES AND SUSTAINED
COMPETITIVE ADVANTAGE. Journal of Management, 17(1):
99-120.

12. Benjamin, R.I., and Wigand, R. (1996). ELECTRONIC MARKETS

AND THE VIRTUAL VALUE CHAINS ON THE INFORMATION
SUPERHIGHWAY. SLOAN MANAGEMENT REVIEW, 36, 1,
1996, 29-40.

13. Biglaiser, G. and Freidman, J. 1994, MIDDLEMEN AS

GUARANTORS OF QUALITY, International Journal of Industrial
Organization, 12, pp.509-31.

14. BPMN vs. UML, BY ISMAL GHALIMI, CHIEF STRATEGY

OFFICER, INTALIO (WWW.INTALIO.COM) September 2002.

15. Brady, J.A., E.F. Monk, and B.J. Wagner. CONCEPTS IN

ENTERPRISE RESOURCES PLANNING. BOSTON: Course
Technology, 2001.

16. Bresnahan, T. F., E. Brynjolfsson and L. M. Hitt (2002).

INFORMATION TECHNOLOGY, WORKPLACE
ORGANIZATION, AND THE DEMAND FOR SKILLED LABOR:
FIRM-LEVEL EVIDENCE. Quarterly Journal of Economics 117(1):
339-376.

17. Bresnahan, T. F. and S. Greenstein (1996). TECHNICAL

PROGRESS AND CO-INVENTION IN COMPUTING AND IN
THE USES OF COMPUTERS. Brookings Papers on Economic
Activity. Microeconomics 1996: 1-83.

18. Buklin, Louis P. 1996, A THEORY OF DISTRIBUTION CHANNEL

STRUCTURE, IBER Special Publications, Berkeley.

19. Buklin L. P. 1973, A THEORY OF CHANNEL CONTROL, Jornal

of Marketing, 37, pp. 37-47.

20. Burgess, R. AVOIDING SUPPLY CHAIN MANAGEMENT

FAILURE: LESSONS FROM BUSINESS PROCESS
REENGINEERING. The international Journal of Logistics
Management 9, no. 1 (1998): 15-24

321
Notes
21. Burt, D.N., D. W. Dobler, and S. L. Starling. WORLD CLASS
SUPPLY MANAGEMENT: THE KEY TO SUPPLY CHAIN
MANAGEMENT. 7th ed. New York: McGraw-Hill/Irwn, 2003.

22. Butler, S. 2000. CHANGING THE GAME: CRM IN THE

E-WORLD. Journal of Business Strategy, 21:2, p. 13-14.

23. Cespedes, F. V., (2006), CHANNEL MANAGEMENT. HARVARD

BUSINESS CASES.

24. Charles, S., M. Ivis and A. Leduc. 2002. EMBRACING

E-BUSINESS: DOES SIZE MATTER?. Connectedness Series,
Statistics Canada Catalogue no. 56F0004MIE, no. 6.

25. Chase, R.B., N.J. Aquilano, and F.R. Jacobs. PRODUCTION AND
OPERATIONS MANAGEMENT: MANUFACTURING AND
SERVICES, 8TH ED. BOSTON: Irwin-McGraw-hill, 1998.

26. Chase, R. B., N. J. Aquilano, and F. R. Jacobs. PRODUCTION

AND OPERATIONS MANAGEMENT: Manufacturing and
Services, 8th ed. Boston: Irwin-McGraw-Hill, 1998.

27. Chatterjee, D., R. Grewal and V. Sambamurthy. 2002.

SHAPING UP FOR E-COMMERCE: INSTITUTIONAL
ENABLERS OF THE ORGANIZATIONAL ASSIMILIATION
OF WEB TECHNOLOGIES. MIS Quarterly, 26(2),
p. 65-89.

28. Chopra, S, P Mendl (2009), SUPPLY CHAIN MANAGEMENT,

Prentice Hall Publications.

29. Chopra, S., and P. Meindle. SUPPLY CHAIN MANAGEMENT:

STRATEGY, PLANNING, AND OPERATION. Upper Saddle River,
N.J.: Prenitice-Hall, 2001.

30. Chopra. S., Mendl P: SALES AND DISTRIBUTIONS

MANAGEMENT

31. Clapp, D., M.E. McCandless, and K. Khan. THE WORLDS MOST
COMPETITIVE LOCATIONS.: Business Facilities (September
2001). Available from http://www.facilitycity.com/busfac/bf_02_09_
cover.asp

322
 Notes
32. Clayton, T. and P. Goodridge. 2004. EBUSINESS AND LABOUR
PRODUCTIVITY IN MANUFACTURING AND SERVICES.
Economic Trends no. 609, p. 47-53. Office for National Statistics
(U.K.).

33. Collett, S. SAP GETS STUCK IN THE SPIN CYCLE.

Computerworld 33, no. 45 (8 november1999): 1,16.

34. Coughlan, Anne T., Erin Anderson, Louis W. Stern, and Adel I.
El-Ansary. 2001. MARKETING CHANNELS. Upper Saddle River,
NJ: Prentice-Hall.

35. Crosby, P. B. QUALITY WITHOUT TEARS. New York: McGraw-

hill, 1984.

36. Croxton, K.L., S.J. Garcia-dastugue, D.M. Lambert, and D.S.

Rogers. THE SUPPLY CHAIN MANAGEMENT PROCESSES.
International Journal of Logistics Management 12, no. 2 (2001): 13-
36.

37. Czinkota, Michael R., Maasaki Kotabe, and David Mercer. 1997.
MARKETING MANAGEMENT: Text and cases. Cambridge, MA:
Blackwell.

38. D.J.Bowersox and D.J.Closs (1993), LOGISTICAL

MANAGEMENT: The Integrated Supply Chain Process, McGraw-
Hill International, New York, p. 334.

39. Daniel Yankelovich and David Meer (2006), REDISCOVERING

MARKET SEGMENTATION, Harward Business Review, 131.

40. Davis, M.M., N.J. Aquilano, and R.B. Chase. FUNDAMENTALS

OF OPERATIONS MANAGEMENT, 4th ed. Boston: Irwin-
McGraw-hill, 2003.

41. Deming, W.E. OUT OF THE CRISIS. CAMBRIDGE, MASS.: MIT

Centre for Advanced Engineering Study, 1986.

42. Dennis Gensch (1984), TARGETING THE SWITCHABLE

INDUSTRIAL CUSTOMERS, Marketing Science, pp. 41-54

43. Donald, David and Bixby (2008), SUPPLY CHAIN LOGISTICS

MANAGEMENT, Tata McGraw Hill Publications.

323
Notes
44. Dothang Truong, Mohammad Bhuiyan, HOW E- MARKET CAN
HELP NEW BUSINESSES: Empirical Analysis for its Benefits and
Challenges.

45. Duffy, R.J., and M. Gorsage. FACING SRM CRM. Inside Supply
Management 13, issue 8 (August 2002): 30-37.

46. Egelhoff, W. G. (1991). INFORMATION-PROCESSING

THEORY AND THE MULTINATIONAL ENTERPRISE, Journal
of International Business Studies, Vol 4, Third quarter 1991.

47. Etgar, M. 1978, SOURCES AND TYPES OF INTER CHANNEL

CONFLICT, Journal of Retailing, 55(1)

48. EURELECTRIC: Mihai Paun(2005): THE OPERATING

ENVIRONMENT FOR DISTRIBUTION COMPANIES.

49. Evans, J.R., and W. M. Lindsay. THE MANAGEMENT AND

CONTROL OF QUALITY, 4th ed. Cincinnati: South-Western, 1999.

50. Ferdows, K. MAKING THE MOST FOREIGN FACTORIES.

Harvard Business Review (march-April 1977): 73-88.

51. Ferranti, M., DATA WAREHOUSE WORLD: CHECKING OUT

SUCCESS, FAILURE AND MYTH, Sun World, 1988.

52. Fichman, R.G. 2001. THE ROLE OF AGGREGATION IN

THE MEASUREMENT OF IT-RELATED ORGANIZATIONAL
INNOVATION. MIS Quarterly, 25(4), p. 427-455.

53. Fogarty, D.W., J.H. Blackstone, and T.R. Hoffmann.

PRODUCTION AND INVENTORY MANAGEMENT, 2ND ED.
Cincinnati; South-Western, 1991.

54. Frazelle, E. SUPPLY CHAIN STRATEGY: THE LOGISTICS OF

SUPPLY CHAIN MANAGEMENT. New York: McGraw-Hill, 2002.

55. Frohlich, M.T. and R. Westbrook. 2002. DEMAND CHAIN

MANAGEMENT IN MANUFACTURING AND SERVICES: WEB-
BASED INTEGRATION, DRIVERS AND PERFORMANCE.
Journal of Operations Management, 19(2), p. 185-200.

324
 Notes
56. Gaither, N., and G. Frazier. Operations Management, 9th ed.
Mason, Ohio: South-Western, 2002.1.

57. Gaski, John F. 1984. THE THEORY OF POWER AND CONFLICT

IN CHANNELS OF DISTRIBUTION. Journal of Marketing 48/3
(Summer): 9-29.

58. Githa Heggde, Stuti Kumar (2011): STRATEGIES FOR

SUSTAINABLE CHANNEL RELATIONS IN MOBILE TELECOM
SECTOR, Journal of Economics and Behavioral Studies, Vol. 2, No.
1, pp. 7-18, Jan 2011

59. Goldberg, B. (1988) RELATIONSHIP MARKETING, Direct

Marketing, Vol. 51, Iss. 6, October, pp. 103-105.

60. Gomez-Mejia, Luis R., Joseph E. McCann, and Ronald C. Page.

1985. THE STRUCTURE OF MANAGERIAL BEHAVIORS AND
REWARDS. Industrial Relations (Winter): 147-154.

61. Greenhalgh, L. MANAGING STRATEGIC RELATIONSHIPS:

The key to Business Success. New York: the Free press, 2001.

62. Greenhut, M.L. LOCATION ECONOMICS: Theoretical

Underpinnings and Applications. Aldershot, UK; Brookfield, Vt, US:
Edward Elgar Publishing Limited, 1995.

63. Grieco, P. L., Jr., M. W. Gozzo, and J. W. Claunch. SUPPLIER

CERTIFICATION: ACHIEVING EXCELLENCE. Plantsville, CT:
PT Publications, Inc., 1988.

64. Gunasekaran, A., C. Patel, and E. Tirtiroglu. PERFORMANCE

MEASURES AND METRICS IN A SUPPLY CHAIN
ENVIRONMENT. International Journal of Operations & Production
Management 21, no. (2001): 71-87.

65. Hack, G. D. SITE SELECTION FOR GROWING COMPANIES.

Westport, Conn.: Quorum Books, 1999.

66. Hagel, J. III, and M. Singer. UNBUNDLING THE

CORPORATION. Harvard Business Review (March-April 1999):
133-41.

325
Notes
67. Hall, Richard H. 2002. ORGANIZATIONS: STRUCTURES,
PROCESSES, AND OUTCOMES. Englewood Cliffs, N J: Prentice-
Hall.

68. Hammer, M., and J. Champy. REENGINEERING THE

CORPORATION. London: Nicholas Brealey, 1993.

69. Handfield, R.B., and E.L. and E.L. Nichols. SUPPLY CHAIN
REDESIGN: Transforming Supply chain into Integrated Value
Systems. Upper Saddle River, N.J.: Financial Times Prentice-Hall,
2002.

70. Handfield, R.B., and E.L. Nichols. INTRODUCTION TO SUPPLY

CHAIN MANAGEMENT N.J.: Prentice-Hall, 1999.

71. Hax, A., and D. Candea. PRODUCTION AND INVENTORY

MANAGEMENT. Englewood Cliffs, N.J.: Prentice-Hall, 1984.

72. Heizer, J., and B. Render. PRINCIPLES OF OPERATIONS

MANAGEMENT, 4TH ED. Upper Saddle River: Prentice-hall, 2000.

73. Hoffman, T. IT PLAN HAS WHIRLPOOL SPINNING.

Computerworld 31, no. 26 (10 January 2000): 41.

****

326